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THE INFLUENCE OF LEADERSHIP STYLE ON
EMPLOYEES' JOB PERFORMANCE IN THE
HOSPITALITY INDUSTRY: CASE STUDY OF SAFARI
PARK HOTEL
BY
MERCY N. WANJALA
UNITED STATES INTERNATIONAL UNIVERSITY
AFRICA
SUMMER 2014
THE INFLUENCE OF LEADERSHIP STYLE ON
EMPLOYEES' JOB PERFORMANCE IN THE
HOSPITALITY INDUSTRY: CASE STUDY OF SAFARI
PARK HOTEL
BY
MERCY N. WANJALA
EMOD Project submitted to the Chandaria School of Business
in partial fulfillment of the requirement for the Degree of
Executive Masters in Organizational Development (EMOD)
UNITED STATES INTERNATIONAL UNIVERSITY
AFRICA
SUMMER 2014
ii
STUDENTS DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any
other college, institution or university other than the United States International
University-Africa, Nairobi for academic credit.
Signed Date_________________________
Mercy N. Wanjala (ID.No 600568).
This project has been presented for examination with my approval as the appointed
supervisor.
Signed:______________________________ Date_________________________
Mr. G. Njeru
Signed: ____________________________ Date__________________________
Dean, School of Business
iii
COPY RIGHT
Copyright by Mercy N Wanjala, 2014
All rights reserved. No part of this project report may be produced or transmitted in any
form or by any means, electronic, mechanical, including photocopying, recording or any
information storage without prior written permission from the author.
iv
ACKNOWLEDGEMENT
I would like to express my deepest appreciation to Safari Park Hotel for the opportunity
to conduct this research and the support from the staff. I would like to sincerely
appreciate the Sales & Marketing Manager, Mrs. R. Chege for the immense support given
throughout my studies and the entire management for allowing me to further my studies.
I would like to acknowledge and thank my supervisor, Mr. Godwin Njeru for his
invaluable knowledge. Without his insight and timely guidance, I would not have made it
this far and completed my thesis.
I acknowledge with gratitude the foundation given by USIU during my undergraduate and
to my graduate studies, all the scholarly guidance has enabled me to come this far. I am
indebted to my lecturers for the knowledge gained.
In addition, I would like to appreciate my parents Billy and Phaustine Wanjala for their
sacrifice, daily encouragement and for valuing education.
I am grateful to all those who assisted, encouraged and supported me as I worked day and
night to complete my thesis.
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DEDICATION
I dedicate this project to my daughter Sharon Tindi, appreciating her understanding while
I pursued my Masters program. I hope she is inspired to know it is never too late to
pursue education and in her life time she will reach beyond the skies.
Above all, I dedicate with thanksgiving this project to my God almighty, Ebenezer.
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ABSTRACT
The purpose of this study was to investigate the leadership style of managers and how it
affects the employee job performance in the hospitality industry. The study was guided by
the three research questions; what leadership styles are prevalent at the Safari Park Hotel?
Does the leadership style of a manger affect the employee job performance? And what are
the good leadership practices in the hospitality industry?
The descriptive research methodology was preferred in this study since the study was
involved in understanding the situation ‘how’ in relation to the variables. The research
design was a survey design, simple random sampling was used to select the sample size
of one hundred and forty four respondents (144), drawn from a population of one hundred
and ninety persons. A structured questionnaire was used for data collection. The
questionnaire was administered to the respondents and once collected the data was
analyzed using the Statistical Package for Social Science (SPSS). Descriptive statistics
was used to measure the central tendency through use of mean scores, percentages,
frequencies and presented in tables, graphs, charts and cross tabulation. Regression
analysis was used to establish the relationship between the study variables.
The study found that the democratic and transformational leadership styles are prevalent
at the Safari Park Hotel. The study revealed that the leadership style of a manager affects
the employee job performance either negatively or positively. Lastly, the study found that
there were good leadership practices in the hospitality.
The study concluded that the leadership style of a manager influenced the employee job
performance. Based on the relationship between the respondent and the manager there
was either a positive or negative influence on the job performance. The study revealed
that there was a negative influence of encouraging staff to participate in decision making
on the job performance, positive influence of think and say ‘we’ rather than ‘I’ on the job
performance and a negative influence of believes only their ideas are best on the job
performance of the respondent.
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The study recommends that supervisors should evaluate their leadership style approaches
especially when encouraging the staff in participating in the decision making. While this
is a positive attribute, it had a negative influence on the employee job performance. The
managers should monitor the attitude, behavior of employees and engage them
appropriately so as not to lose the self drive to perform their jobs.
viii
TABLE OF CONTENTS
STUDENTS DECLARATION ......................................................................................... ii
COPY RIGHT ...................................................................................................................iii
ACKNOWLEDGEMENT ................................................................................................ iv
DEDICATION.................................................................................................................... v
ABSTRACT ....................................................................................................................... vi
LIST OF TABLES ............................................................................................................ xi
LIST OF FIGURES ......................................................................................................... xii
CHAPTER ONE ................................................................................................................ 1
1.0 INTRODUCTION........................................................................................................ 1
1.1 Background of the Problem ........................................................................................... 1
1.2 Statement of the Problem ............................................................................................... 4
1.3 Purpose of the Study ...................................................................................................... 5
1.4 Research Questions ........................................................................................................ 5
1.5 Significance of the Study ............................................................................................... 5
1.6 Scope of the Study ......................................................................................................... 6
1.7 Definition of Terms........................................................................................................ 6
1.8 Chapter Summary .......................................................................................................... 7
CHAPTER TWO ............................................................................................................... 8
2.0 LITERATURE REVIEW ........................................................................................... 8
2.1 Introduction .................................................................................................................... 8
2.2 Leadership Styles Prevalent in the Hospitality Industry ................................................ 8
2.3 Influence of Leadership Style on the Employee Job Performance .............................. 12
2.4 Leadership Practices in the Hospitality Industry ......................................................... 16
2.5 Chapter Summary ........................................................................................................ 20
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CHAPTER THREE ......................................................................................................... 21
3.0 RESEARCH METHODOLOGY ............................................................................. 21
3.1 Introduction .................................................................................................................. 21
3.2 Research Design........................................................................................................... 21
3.3 Population and Sampling Design ................................................................................. 22
3.4 Data Collection Methods ............................................................................................. 25
3.5 Research Procedures .................................................................................................... 25
3.6 Data Analysis Methods ................................................................................................ 26
3.7 Chapter Summary ........................................................................................................ 26
CHAPTER FOUR ............................................................................................................ 27
4.0 RESULTS AND FINDINGS ..................................................................................... 27
4.1 Introduction .................................................................................................................. 27
4.2. General Information .................................................................................................... 27
4.3 Leadership Styles Prevalent in the Hospitality Industry .............................................. 29
4.4 Leadership Style and Influence on the Employee Job Performance ............................ 37
4.5 Leadership Practices in the Hospitality Industry ......................................................... 42
4.6 Chapter Summary ........................................................................................................ 47
CHAPTER FIVE ............................................................................................................. 48
5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS ...................... 48
5.1 Introduction .................................................................................................................. 48
5.2 Summary ...................................................................................................................... 48
5.3 Discussions .................................................................................................................. 50
5.4 Conclusions .................................................................................................................. 56
5.5 Recommendation ......................................................................................................... 58
x
REFERENCES ................................................................................................................. 60
APPENDICES .................................................................................................................. 67
APPENDIX A: QUESTIONNAIRE ............................................................................... 67
APPENDIX B: IMPLEMENTATION BUDGET ......................................................... 71
APPENDIX C: IMPLEMENTATION SCHEDULE ................................................... 71
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LIST OF TABLES
Table 2.1 Five Practices and Ten Commitments of leadership ......................................... 17
Table 3.1: Target population .............................................................................................. 22
Table 3.2: Employee Respondents ..................................................................................... 25
Table 4.1: Leadership styles .............................................................................................. 29
Table 4.2 Rating on makes suggestions on how to solve problems................................... 30
Table 4.3 Encourages Thinking and Creativity ................................................................. 31
Table 4.4 Inspiring employees to strive for organizational vision..................................... 31
Table 4.5 Thinks and says ‘We’ rather than ‘I' .................................................................. 32
Table 4.6 Encourages us to participate in decision making ............................................... 32
Table 4.7 Focuses more on punishment ............................................................................. 33
Table 4.8 Believes only their ideas are the best ................................................................. 33
Table 4.9 Put other people’s need, aspirations and interests above their own................... 34
Table 4.10 Needs to control every activity ........................................................................ 34
Table 4.11 Rating of leadership behavior and style by female respondents ...................... 35
Table 4.12 Rating of leadership behavior and style by male respondents ......................... 36
Table 4.13: Rating on influence on the employee job performance .................................. 37
Table 4.14: Self-driven to perform work ........................................................................... 38
Table 4.15: Being a team player ........................................................................................ 39
Table 4.16 Willingness to Work Hard. .............................................................................. 39
Table 4.17: Correcting any Poor Performance .................................................................. 40
Table 4.18: Being innovative and Creative........................................................................ 40
Table 4.19: Regression between employee job performance and leadership style ............ 41
Table 4.20: Rating on Leadership Practices ...................................................................... 42
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LIST OF FIGURES
Figure 4.1: Gender distribution ......................................................................................... 28
Figure 4.2: Number of years worked ................................................................................. 28
Figure 4.3: Training and development ............................................................................... 43
Figure 4.4: Recognize contributions by showing appreciation. ......................................... 44
Figure 4.5: Defined organizational structure ..................................................................... 44
Figure 4.6: Searches for opportunities and looks outward for innovative ways to
improve…………………………………………………………………………………...45
Figure 4.7: Clear reward system ........................................................................................ 46
Figure 4.8: Human Resource Policy and Procedures ........................................................ 46
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CHAPTER 1
1.0 INTRODUCTION
1.1 Background of the Problem
In the hospitality industry almost everything depends on the physical labour of many
hourly (or non managerial) workers: people who cook, serve tables, mix drinks, wash
dishes, check guests in and out, clean rooms, carry bags, mop floors. Few industries are as
dependent for success on the performance of hourly workers. These employees make the
products and they serve the customers – or drive them away. How well these workers
produce and serve depends largely on how well they are managed. If they are not
managed well, the product or the service suffers and the establishment is in trouble. It is
the people who supervise these workers who hold the keys to the success of the operation
(Miller, Walker & Drummond, 2007).
Deloitte (2010) reports that the value of human capital in the industry is self-evident. The
average hotelier spends approximately 45 per cent of operating expenses and 33 percent
of revenues on labour cost namely employee compensation and benefits. Despite these
significant levels of labour spend, employee turnover in the industry continues to remain
high.
In a case study of The Starbucks experience, states that ‘Schultz believed that in order to
build respect and confidence with customers, the company first had to build respect and
confidence with the employees. Howard Schultz saw this benefit as a part of his core
strategy: Treat people like family, and they will be loyal and give their all. Stand by
people, and they will stand by you’ (Enz, 2010).
According to Deloitte (2010) reports, key to the brand promise is the talent delivering it.
However average staff turnover is still at 31 percent with staff costs accounting for 45
percent of operating expenses and the strong correlation between staff retention and
guests satisfaction. Operators need to consider how best to recruit, reward and retain
talent to ensure consistent guest satisfaction.
The workforce in the hospitality industry is characterized by unskilled, semi-skilled,
skilled supervisory and management. Due to globalization, the hospitality labour market
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is also fast changing. According to the International Labour Organization (2010), the
sector is characterized by diversity, complexity; inter linkage and fragmentation in terms
of employment relations. The International Labour Organization (2010) report also states
that these relationships influence the many types of workplace contracts that include full-
time, part-time, temporary, casual and seasonal employment and have significant
implications for Human resource development within the sector
The hospitality industry leadership levels will differ from one institution to another.
According to Miller et. al., (2007) authority can be defined as the right and power to
make the necessary decisions and take the necessary actions to get the job done.
Responsibility refers to the obligation that a person has to carry out certain duties and
activities. Therefore, in the hospitality industry the supervisor is a representative of the
management on the ground and is in daily contact with the people. The top management
requires him to ensure the job is effectively done and the guests are well treated by the
employees.
In a question by Davis, Lockwood, Alcott and Pantelidis (2012) so why do many
supervisors fail fairly early in the career? He responds that ‘Well, for many it is the
inability to relate to the employees.’ Miller et. al., (2007) comments that you will be
successful in your own job to the degree that your team members allow you to be, and
this will depend on how you manage them.
Today’s effective leaders do not use the power tactics of the past. Modern managers find
that the practice of threatening employees is usually counterproductive. Instead, they
view their task as one of motivating employees to do their best (Manning & Curtis,
2009).Within the hospitality industry the one singular leadership trait is excellent
interpersonal skills. These include listening, questioning, negotiating and interaction with
both guests and employees (Hunter, Tinton & Mannall, 2010).
According to the International Labour Organization (2010), the sector thrives in an
environment where management–labour relations in the workplace are essential to
providing quality service. These relationships can be developed through the effective use
of social dialogue which is fundamental for decent and productive work through the
preservation of equality, freedom of association, security and human dignity. Effective
managers need to understand the people they rely on for the performance of their unit.
Each person, team/ group and organization is complex and unique but the performance of
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an individual, team, group or organization depends on their capacity to work, willingness
to work and opportunity to work.
Kenya National Bureau of Statistics (2012) show hotels and restaurants growth rate of
Gross Domestic Product (GDP) by 5 per cent in the year 2011. It is one of the largest
contributors to Kenya’s GDP. In a previous study by Ongori, Iravo and Munene (2013)
on factors affecting performance of hotels and restaurants in Kenya, the highest complaint
concerned employee behaviors and attitude to customers in the delivery of services in the
hotels. This is due to either lack of required skill and knowledge or lack of proper
direction on organizational values and vision. This scenario was common to hotels and
restaurants experiencing declining and below average performance over the years. Most
employees in all the hotels were not aware of the organization mission, vision and the
core values of the organization (Ongori et. al., 2013). The traditional approach to
managing people through an emphasis on administrative procedures continues to play a
dominant role in Kenyan organizations (Budhwar & Debrah, 2001).
The modern corporate environment has initiated many changes in all organizational
functions that have inevitably affected the performance of managerial roles. The latter is
now facing a major challenge that has to do with the content of managerial work. There is
a shift from the traditional roles to outcomes of managerial roles, making stakeholders
interested in the way in which managerial roles contributes to the organizational success
and performance (Wadongo, Odhuno & Kambona, 2010). In addition, the research on
managerial roles and choice of performance measures in the Kenya five star hotels,
Wadongo et. al (2010) observed the need to invest in management training programs that
will make their managers perform managerial roles effectively.
Previous study on hotel employment in Kenya indicated that management did not treat
well their employees, inflexible and did not balance work and personal life of the
employees as they had to work for long hours. This lowered the employee motivation as
they were note rewarded according to the amount of work they do (Kuria, Wanderi &
Ondigi, 2011). Hospitality industry in Kenya and its curriculum seem not to be evolving
in the response to the industry and technological changes. The employees should be
encouraged to have competitive skills in problem solving, creativity and originality
(Kamau & Waudo, 2012). International Labor Organization (2010) reports investing in
workers include the development of training and the promotion of decent and efficient
4
work environments by concentrating on the human dimensions of productivity and
competitiveness.
Coaches know from experience that sharing enthusiasm and delivering positive messages
prior to the start of the game will help the team perform better (Eikenberry, 2007). Your
leadership style and your ability to motivate yourself and others will affect your career
success and the organization’s performance (Lussier, 2013). In addition, expectations of
how someone is likely to act cause that person to fulfill the expectation. In business, this
tells us that managers get the performance they expect. Treat people as losers, and they
won’t disappoint you. Treat them as capable individuals who can perform the highest
level, and they’ll do their best to prove you right (Robbins, 2008). Good leaders need
different styles of leading: demanding and mobilizing, harmonious and consensus
building, driven and developmental. Good leaders know when and why to use each style
(Rosner & Halcrow, 2010)
1.2 Statement of the Problem
Managers in the hospitality industry face a more uncertain and complex work
environment than in many other industries due to its unique service characteristics (Davis,
et al., 2012). Hospitality and service are not descriptions of a business, so much as they
are innate qualities and special attributes that a person possesses. You cannot buy them.
You either possess them or you do not. You cannot invent them. Hospitality comes from
inside a human being (Sturman, Corgel & Verma, 2011).
It is important to highlight that the sector and its informal components provide a
significant number of jobs to workers with little or no formal training and who do not
want to enter long-term employment commitments e.g. students (International Labour
Organization ,2010).
Performance management seems reasonable and fairly simple to do, yet research shows
that the majority of leaders fall short when it comes to clearly communicating, coaching
others to succeed, and correcting poor performance (Manning & Curtis, 2009). A research
on challenges that are facing Hospitality industry in Kenya by Kimani (2012) indicated a
very significant relationship between human resources functions and hotel performance.
5
A study on factors that affect employee turnover in Nairobi 5 star hotel by Gikutha,
(2009) findings demonstrated that the leadership style in an organization is a major factor
in maintaining satisfaction for employees. She recommends that the leadership style
preferred by employees can be established through further research since her study
provides the variable under leadership but does not conclude which style is most
comfortable with staff in the hotel industry.
This research therefore explored the leadership style at the Safari Park Hotel and how it
influences the employee job performance.
1.3 Purpose of the Study
The purpose of this study was to investigate leadership style of managers and how it
affects the employee job performance.
1.4 Research Questions
The following research questions will guide the study:
1.4.1 What leadership styles are prevalent at the Safari Park Hotel?
1.4.2 Does the leadership style of a manager affect the employee job performance?
1.4.3 What are the good leadership practices in the hospitality industry?
1.5 Significance of the Study
1.5.1 Human Resource Managers in the Hospitality Industry
There is need for the Human resource manager to recruit managers, continuously evaluate
and train them on leadership styles and implement skills that will ensure optimal
employee job performance.
1.5.2 Hospitality Industry policy makers
The study identifies appropriate leadership styles. This will create awareness of any
shortcomings in the leadership approaches and its effect on the overall performance i.e
6
employee and organizations in the hospitality industry. This will enable the policy makers
propose changes of policies to better balance the needs of the employees and hospitality
organizations.
1.5.3 Safari Park Hotel Management
To evaluate the managerial leadership skills, performance management and develop
strategies that enhance management and employee relations targeted at improving
individual and organizational performance.
1.5.4 Researchers/ Academicians
Encourage and promote research of leadership in the hospitality industry. This research
will be a reference point and provide opportunity for further study.
1.6 Scope of the Study
The study focused on the ‘The Safari Park Hotel & Casino’, Nairobi. The researcher
gathered information from the junior employees (general staff) working in the various
departments, ranging from contracted to permanent employed. The study was carried out
during the year 2014, from January – June.
1.7 Definition of Terms
1.7.1 Leadership Style
According to Lussier (2013) Leadership style is the combination of traits, skills, and
behaviors leaders use as they interact with followers. Although a leadership style is based
on traits and skills, the important component is the behavior, because it is relatively
consistent pattern of behavior that characterizes a leader.
1.7.2 Leadership
Leadership is shaping beliefs, desires and priorities. It is about achieving influence, not
securing compliance (Haslam, Reicher & Platow, 2011).
7
1.7.3 Performance Appraisal
It is an annual or semi-annual meeting in which the employee and the supervisor meet to
discuss the employee’s past, present and the near future performance and expectations
(Nyambegera, 2008)
1.8 Chapter Summary
This chapter has given a background to the study of leadership styles and its influence on
employee job performance in the hospitality industry. It gives guidance to the study
through the research questions raised and significance of the study. It highlights the scope
of the study and defines the key terms. Chapter two covers the literature review based on
the three research questions of this study.
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CHAPTER 2
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter discussed the review of literature in relation to the purpose of this study
which is to investigate the leadership style of managers and how it affects the employee
job performance. The literature review will be guided by the research questions,
highlighting the various leadership styles and relating it to job performance.
2.2 Leadership Styles Prevalent in the Hospitality Industry
According to Miller et. al., (2007), the term leadership style refers your pattern of
interacting with your subordinates: how you direct and control the work of others, and
how you get them to produce the goods and services for which you are responsible. It
includes not only your manner of giving instructions, but the methods and techniques you
use to motivate your workers and to assure that your instructions are carried out.
There are many questions on what is the difference between leadership and management?
Management is more concerned with promoting stability and enabling the organization to
run smoothly, while the role of leadership is to inspire, promote and oversee initiatives to
do with the long term change. Leaders provide inspiration, create opportunities, coach
and motivate people to gain their support on fundamental long-term choices (French,
Rayner &Rumbles, 2008).
Kreitner and Kinicki (2007) states that there are four commonalities among the many
definitions of leadership: Leadership is a process between a leader and followers,
leadership involves social influence, leadership occurs at multiple levels in an
organization (at the individual level, for example), leadership involves mentoring,
coaching, inspiring and motivating; leaders also build teams, generate cohesion, and
resolve conflicts at the group level and Leadership focuses on goal accomplishment.
9
2.2.1 Approaches to Leadership styles
According to Cole and Kelly (2011) leadership theories focus on leader traits, behaviour
(what the leader actually does), the power influence approach (the amount and type of
power and how it is exercised), the situation or some combination therefore. Early
leadership theories tended to be more universal in nature, i.e. applied to all types of
situation, whereas more recently contingency theories of leadership have emerged,
suggesting that certain aspects of leadership may apply to some situation but not others.
Since the 1950’s, in particular, several theories about leadership or management style
have been proposed. These have tended to be expressed in terms of authoritarian versus
democratic styles, people orientation versus task orientation (Cole & Kelly, 2011). The
behavioral approach examines leadership behavior particularly that which influences the
performance and motivation of subordinates, as result emphasis is placed on leadership
style (Brooks, 2009). The path goal theory argues that subordinates are motivated by their
leader to the extent that the behaviors of that leader influence their expectancies. In other
words, the leader affects subordinates’ performance by clarifying the behaviors (paths)
that will lead to desired rewards (Griffin & Moorhead, 2012).
The Situational leadership model developed by Hersey and Blanchard focuses on the
readiness of followers, in particular. Readiness is the extent to which people have the
ability and willingness to accomplish a specific task. Hersey and Blanchard argue that
situational leadership requires adjusting the leaders’ emphasis on task behaviours (for
example, giving guidance and direction) and relationship behaviours (for example,
providing socio-emotional support) according to the readiness of followers to perform
tasks (French et. al, 2008). The success of an influence attempt can be evaluated in terms
of how it affects the way people subsequently view the leader for example ethical,
supportive, competent, trustworthy (Conger & Riggio , 2007).
Fielder’s theory assumes leaders are predisposed to a particular set of leader behaviors.
Leaders are either task oriented or relationship oriented. Task oriented leaders are
directive, structure situational; set deadlines and make task assignments. Relationship
oriented leaders are not strongly directive, focus on people and desire positive social
interaction (Champoux, 2011).
10
2.2.2 Types of leadership styles
Leadership is increasingly taking place within a team context. As teams grow in
popularity, the role of the leader in guiding team members takes on heighted importance.
And the role of team leader is different from the traditional leadership role performed by
first-line supervisors (Robbins & Judge, 2007). According to Locke (2004), the outcome
of an influence attempt depends on what tactics are used, how skillfully they are used,
and the context in which they are used. Combining tactics is usually more effective than
using a single tactic. Experts in the area of leadership contend that leadership styles are
needed as work groups develop (Kreitner & Kinicki, 2010).
2.2.2.1 Transformational and Transactional Leadership
Transactional leadership focuses on clarifying employees’ roles and task requirements
and providing followers with positive and negative rewards contingent on performance.
In contrast, transformational leaders engender trust, seek to develop leadership in others,
exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on
objectives the transcend the more immediate needs of the work group (Kreitner &
Kinicki, 2010).
Mcshane and Glinow (2011), defined transformational leadership as a perspective that
explains how leaders change teams or organizations by creating, communicating, and
modeling a vision for the organization or work unit and inspiring employees to strive for
that vision. According to Thompson (2008), transactional leadership occurs when leaders
motivate by exchanging rewards for high performance and noticing and reprimanding
subordinates for mistakes and standard performance. Empirical research has shown
positive relationships between transformational leadership and organizational
performance (Champoux, 2011).
2.2.2.2 Autocratic and Democratic leadership Style
Tesone (2010) explores on management styles; Autocratic managers are individuals who
tend to horde power, authority and decision making activities. Micromanagers are
autocrats with a compelling need to control every activity within their jurisdiction. The
antithesis of the autocrat is the delegating manager. These individuals prefer a style of
hands-off management and tend to delegate authority, responsibility and accountability to
others. Democratic managers have a tendency to engage in participative decision making.
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According to George and Jones (2008), participation can help foster subordinates’ growth
and development and may result in higher performance levels and job satisfaction.
2.2.2.3 Charismatic and Servant Leadership
In 1976, R.J House published a theory of charismatic leadership that has received a great
deal of attention by researchers. He traces the influence of charismatic leader to a
combination of personal characteristics and types of behavior. The characteristics of
charismatic leaders include being dominant, ambitious and self confident as well as
having a strong sense of purpose (Manning & Curtis, 2009). Because of the intense
relationship with their followers, charismatic leaders are likely to believe their ideas are
better than they actually are, and to become overconfident and autocratic (Andre, 2008).
However, there is an increasing body of research that shows impressive correlations
between charismatic leadership and high performance and satisfaction among followers
(Robbins & Judge, 2007).
In recent times, some researchers have attempted to rejuvenate a relatively old concept of
leadership: servant leadership. Servant leaders are those who make a deliberate choice to
serve others and put other people’s needs, aspirations and interests above their own. The
servant leader operates on the assumption that ‘I am the leader, therefore I serve’ rather
than ‘ I am the leader, therefore I lead’(French et. al., 2008).
2.2.3 Leadership style and Changing Employee Expectations
Attitudes towards authority have been changing in Western Society, and effective
leadership today requires adjustment to ideas and expectations of a new generation of
followers. In the past, the leader of in the work setting typically was a taskmaster who
ruled with a strong arm and forced employees to obey or face the consequences (Manning
& Curtis, 2009). However, the current employee is more aware of their rights and is
demanding fair treatment at the workplace. A majority of college and university students
say that attaining a balance between personal life and work is a primary career goal. They
want ‘a life’ as well as a job. Managers who don’t help their people achieve work life
balance will find it increasingly hard to attract and retain the most capable and motivated
employees (Robbins, 2008).
Changes in the demographic composition of the labor force are creating more
opportunities (Cooper & Starbuck, 2005). According to Kyomuhendo and McIntosh
12
(2006) women and men encounter divergent practices at work. Bilimoria and Piderit
(2007), states that gender differences still play a role in our daily work lives and are
revealed in commonly held stereotypes about personal attributes and behaviors.
Effective leadership realizes the need for change to continually improve performance. If
certain behavioral expectations are so critical that failure to meet those expectations puts
an employee’s job at risk, be sure they are included in the job description (Rosner &
Halcrow, 2010). Leaders must be prepared to work under changing conditions. If
conditions change, then learning is required to continually adapt to and work within the
changing conditions (Eikenberry, 2007).
Kreitner and Kinicki (2007) remark that effective leaders possess and use more than one
style of leadership. Managers are advised to modify their leadership style to fit the
various employee and task characteristics. It is argued that for a leadership style to be
effective in today’s modern workplace, it will need to move away from hierarchical
position based influence to a more knowledge based influence. Knowledge workers see
themselves more as associates of the organization rather than employees. Thus knowledge
workers need to collaborate more with their leaders rather than be managed by them (Yu
& Miller, 2004)
2.3 Influence of Leadership Style on the Employee Job Performance
Miller et.al., (2007) states the new form of ROI, not return on investment but return on
individuals, a supervisor succeed only to the degree that each person under you produces;
you are judged on the performance, the productivity and efficiency of others. It is also
worth to note that the attention given to leadership style is based on the assumption that
subordinates are more likely to work effectively for managers who adopt a certain style of
leadership than they will for managers who adopt alternative styles (Mullins, 2008).
According to Luthans (2011), leadership style can make a difference, both positively and
negatively. For example, a survey found that senior executives view their companies’
leadership styles as pragmatic rather than conceptual, and conservative rather than risk
taking. These executives felt that to meet their current and future challenges, the styles
should be the other way round. Work unit leadership theory suggests that leaders should
analyze factors in their work unit and act accordingly. For example, to be effective, you
13
should assess your followers’ environments, abilities and behave in ways that
complement them. Jamal (2012), comments that a part of good leadership is to set a clear
direction, find your employees’ innate gifts and encourage them to use those gifts. By
doing this, you encourage your employees to work to their potential.
In addition, you should try to compensate for subordinates deficiencies, improve
subordinate satisfaction and enhance individual and group performance (Andre, 2008). If
an employee is satisfied with his or her job, the employee may be more likely to
reciprocate by helping others through their contextual performance. Employees may be
less likely to perform extra duties, endorse, support or defend the organization’s
objectives if they have low levels of satisfaction with the job (Pablos & Tennyson, 2014).
2.3.1The Nature of Leadership
Hospitality industry is people focused that demands appropriate leadership for it to
succeed. The supervisor or manager in the hospitality industry will exhibit different
leadership. According to Sturman et.al., (2011) to be an effective leader in the hospitality
industry requires: be self-aware, understand your organization, establish objectives and
provide guidance toward these goals, acknowledge good performance, correct poor
performance and be flexible and willing to adapt. Effective leadership can make a
positive difference in the lives of people, the functioning of groups, and the success of
organizations. Effective leadership has been shown to enhance employees’ satisfaction
with their jobs, motivation at work, and task performance (Lussier, 2013).
Studies on leadership in organizations have moved in several directions, but two
approaches have dominated the literature. The first approach has focused on the leader’s
characteristics and behavior, and the second on the circumstances necessitating the
demonstration of leadership and the possible results of different leadership styles (Gadot,
2007). Douglas McGregor, the theory X and theory Y (or carrot and stick approach)
argues that depending on assumptions adopted, a leader would then have a clear rationale
for developing the right organization policies, structures and practices. The result was that
some people concluded that the role of a leader rested on a choice being made between
two extreme positions. You can choose to be either a ‘hard’ or ‘soft’ leader (Thomas,
2006).
14
Riggio and Conger (2007), emphasis that selection of leaders is too important to leave
serendipity or chance. They add that ineffective leaders, particularly at the top, can be
extremely costly to an organization, and unfortunately leaders fail all too often. Getting
leader selection right can not only be a boon to organizational performance, but also give
people an opportunity to excel in work they enjoy.
2.3.2 Effects of Leadership Style on the Employee
Attention to leadership as a behavioral category has drawn attention to the importance of
leadership style. In the work situation it has become increasingly clear that managers can
no longer rely solely on the use of their position in the hierarchical structure as a mean of
exercising the functions of leadership. In order to get the best results from subordinates
the manager must also have regard for the need to encourage high morale, a spirit of
involvement and co-operation and a willingness to work (Mullins, 2008). The actions of
management are one way that an organization communicates with its employees.
Management at all levels must understand that employees are watching them for cues
about expected behavior (Kotler, Bowen & Makens, 2010).
Leadership is about taking people beyond what they were capable of and creating jobs,
roles, relationships and an environment whereby people can excel in work that uses and
extends their talents, and about which they feel passionate. To do that, leaders need to
engage closely and fully with those whom they are charged with managing and leading
(Williams, 2005).
Kouzes and Posner (2007) states that, when you listen deeply you can find out what gives
work its meaning to others. The most important reason people give for staying with an
organization is that they like the work they are doing, that they find it challenging,
meaningful and purposeful. Indeed when you listen with sensitivity to the aspirations of
others you can discover that there are common values that link everyone together.
According to leader-member exchange (LMX) theory, the quality of the supervisor-
subordinate relationship tells us whether a leader will lead successful. For example, high
quality relationships between leaders and their followers enhance employees’
organizational commitment (Andre, 2008).
15
2.3.3 Employee Behaviour and Outcomes
Most content theories of motivation revolve around the notion that motivation is
influenced by an employee’s needs, physiological or psychological deficiencies that
arouse behavior (Kinicki, 2008). Miller et. al (2007) mentions that employees want their
supervisors to let them be more involved by listening to them and by allowing them to
participate in decision making.
Today’s employees are demanding more from their work in terms of fulfillment and
personal satisfaction. They use words such as ‘empowerment’ and ‘self-development’ in
expressing demands (Pablos & Tennyson, 2014). As a consequence, the old hierarchies of
manual work will be replaced by more open and negotiated networks (Edwards &
Wajcman, 2005). According to Cooper and Starbuck (2005), there is substantial evidence
that fairness is an important dimension affecting employees’ actions and reactions within
organizations.
The indicators to measure employee outcomes comprised work performance; job
satisfaction, organizational commitment and (low) job stress (Lam & O’Higgins, 2012).
Employee wellbeing includes broader areas of focus, including psychological health,
physical health, and behavioral outcomes. The component of psychological health is
distinct from the other approaches in that it includes not only attitudinal outcomes, such
as satisfaction, but also personal fulfillment, growth and stress reduction (Grawitch &
Barber, 2009).
A study revealed that individual’s need for achievement affected their preference to work
in different companies. People with a high need for achievement were more attracted to
companies that had a pay-for-performance environment than were those with a low
achievement motivation (Kreitner & Kinicki, 2010). Sturman et. al (2011) adds that the
key to managing and retaining these employees is to create jobs that fulfill their quest for
fun, fair, interesting, and important positions, allocate rewards fairly; and provide
leadership that takes the time and the effort to ensure that employees are appropriately
treated, rewarded, respected and recognized.
16
2.4 Leadership Practices in the Hospitality Industry
According to Mc’Gregor’s Theory X and Theory Y managerial model, McGregor argued
that management had been ignoring the facts about people. It has been following an
outmoded set of assumptions about people because it adhered to Theory X when the facts
are that the Theory Y set of assumptions is more truly representative of most people
(Newstrom,2011)
Theory X leaders consider people, notably subordinates, to be lazy, reluctant to assume
responsibility and lacking in ambition and so, they require controlling, directing and if
necessary, coerced and punished. Theory Y represents a direct contrast. It assumes that
individuals align themselves with organizational goals, and as a consequence, people
require little control or direction, seek rewards consistent with their performance, may
accept and relish responsibility, possesses initiative and creative skills and are potentially
motivated by the higher-order needs for affiliation, esteem and self-actualization (Brooks,
2009).
Examining the hospitality industry, the traditional method of dealing with hourly workers
has generally been some variation of the command-obey method combined with carrot
and stick techniques of reward and punishment (Miller et al. (2007). So take away the
stick or the carrot and people are liable to stop marching, or even to march off in the
opposite direction in order to assert their independence. In contrast, one should inspire
people to want to travel in a given direction, and then they will continue to act even in the
absence of the leader (Haslam et. al., 2011).
2.4.1 Leadership Practices
Understanding how to get the practice of leadership right is typically more complicated
because so often the answer is ‘it depends’. Good leadership involves the leader doing the
right thing for the particular circumstances, taking into account the task, the followers, the
situation, the timing, and the process (Riggio & Conger, 2007). According to Kouzes and
Posner (2007) when getting extraordinary things done in organizations, leaders engage in
these five practices of exemplary leadership: 1) Model the way, 2) Inspire a shared vision,
3) Challenge the process, 4) Enable others to act, 4) Encourage the heart.
17
A previous study on how leaders behave by Posner (2012) indicated that the more
frequently leaders reported utilizing the five leadership practices generally (and
specifically Model, Enable and Encourage) the more positive were the attitudes toward
work and workplace.
Table 2.1 Five Practices and Ten Commitments of leadership
Practice Commitment
Model the
way Clarify values by finding your voice and affirming shared ideals.
Set the example by aligning actions with shared values.
Inspire a
shared
vision
Envision the future by imaging exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge
the process Search for opportunities by seizing the initiative and by looking
outward for innovative ways to improve.
Experiment and take risks by constantly generating small wins and
learning from experience.
Enable
others to
act
Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing
competence.
Encourage
the heart Recognize contributions by showing appreciation for individual
excellence.
Celebrate the values and victories by creating a spirit of community.
(Kouzes & Posner, 2007)
According to Barrows, Powers and Reynolds (2012), workers must have a sense of
ownership of service standards and procedures if the standards and procedures are to be
accepted in the workplace. The necessary step to secure acceptance is to involve
employees in planning either by consulting them fully in the planning process or by
asking them actually to do the planning themselves.
2.4.2 Motivation
Expectancy model by Victor H. Vroom explains that motivation is a product of three
factors: how much one wants a reward (valence), one’s estimate of the profitability that
effort will result in successful performance (expectancy) and one’s estimate that
18
performance will result in receiving the reward (Newstrom, 2011). Therefore, based on
the arguments of expectancy theory, a person’s behavior reflects conscious choice
between the comparative evaluations of alternative behaviors. The choice of behavior is
based on the expectancy of the most favorable consequences (Mullins, 2008).
The motivation, the drive, or compelling force that energizes people to do what they do
comes from either inside the employees (intrinsic motivation) or from the environment
(extrinsic motivation). The best organizations create an environment and policies that
enhance both forms of motivation (Sturman et.al, 2011). For example, the Marriott
Corporation, has since its inception in the 1920s had the philosophy of ‘Give to your
employees and they will give back to you’. J. Willard Marriot, Jr. chairman of the
Marriott Corporation, summarized the company’s commitment to employees: ‘Motivate
them, train them, care about them, and make winners of them. (Barrows et. al, 2012)
According the Manning and Curtis, 2009, following are the nine areas and possible
actions to enhance employee motivation : 1) Pay and reward systems, introduce a group
bonus, 2) Job autonomy and discretion, allow workers to determine their own work
methods, 3) Support services, provide service on demand from technical support groups,
4) Training, provide training and development for all employees, 5) Organizational
structure, reduce the number of hierarchical levels, 6) Technical and physical aspects,
break long production and assembly lines into smaller work units, 7) Task assignments,
assign whole tasks, including preparatory and finishing work, 8) Information and
feedback, solicit and utilize direct feedback from users i.e. clients, customers and other
departments, 9) Interpersonal and group processes, increase the amount and types of
group interaction.
Regarding issues of money as a reward, financial rewards play a critical role in
motivating hospitality employees, but you cannot also ignore the reality that money isn’t
everything to everyone. Recognition and feedback can also be effective tools, if you have
the leadership and management skills to know when and how to provide these
nonfinancial rewards effectively (Sturman et. al ,2011)
2.4.3 Performance Management
One of the most important strategic issues facing the hospitality today is the ability to
leverage human capital. In particular, managers are concerned about human resource
19
activities, such as attracting, retaining and developing the workforce (Enz, 2010).
According to Singh (2006), the hospitality industry has traditionally focused much of its
attention on the assets it best understands, real property and the capital that finances it.
And yet what will distinguish the most successful companies of the next century will be
the effective management of people, information and customer relationships-the
industry’s intangible assets.
Performance management is an organization-wide system whereby managers integrate
the activities of goal setting, monitoring and evaluating, providing feedback and
coaching, and rewarding employees on a continuous basis. In addition, the organization’s
structure, culture and job design and supervisory practices can facilitate or hinder job
performance. The key aspects of the performance cycle include goal setting, feedback and
coaching, rewards and positive reinforcement. (Kreitner & Kinicki, 2007).
An essential skill for all hospitality professionals is the ability to work in a team. The
reason it is so important is because all facilities and services offered by the hospitality
enterprises are the result of the input of many (O’Shannessy & Minett, 2008). The overall
aim of performance management is that it exists to establish a culture in which
individuals and groups take responsibility for the continuous improvement of business
processes and of their own skills and contributions. It is about sharing expectations.
Managers can clarify their expectations of what they want individual team members and
their teams as a whole to do, and individuals and groups can communicate their
expectations of what they should be able to do, of how they should be managed, the
support and resources they need and how their talent should be used(Armstrong & Baron,
2006).
One key issue in the hospitality industry is the lack of tourism sector consensus as to the
need for sector specific educational provision. Commitment to ongoing career
development of existing employees, within tourism and hospitality, varies greatly and is
influenced by the sub-sector and size of the enterprise. The presence of career
development opportunities however is likely to exert a considerable influence on the
retention of ambitious employees, with potential, within the sector (Singh, 2006). It is
worth noting that the individual organizations play a major role in strategic employee
performance management.
20
According to Enz (2010), managers and employees can receive training that describes
strategic thinking and how to do it. Second, an organization can encourage and reward
employees who generate new ideas, for example, Disney allows some of its employees an
opportunity each year to present new ideas to top managers. In addition, leaders should
create an organizational culture characterized by high trust and high performance to
encourage trusting and high performance behavior in their employees (Locke, 2004).
Job performance is without doubt a complex variable that depends upon the interplay of
numerous factors (Ivancevich, Konopaske & Matteson, 2005). The leadership should
make every effort to interact with the employee and be continuously aware of changes in
the organization and the employee individual needs. According to Kotler et. al., (2010), a
manger who talks about the importance of employees working together as a team can
reinforce the desire for teamwork through personal actions. Taking an interest in
employees work, lending a hand, knowing employees by name and eating in the
employee cafeteria are actions that will give credibility to the manager’s words.
Ninemeier and Perdue (2008) adds that today’s successful hospitality managers work
differently from their counterparts of yesterday. Kurt Lewin’s classic studies of
classrooms under autocratic or democratic leaders (1947), the autocratic classes could
match and even outdo the democratic ones in performance when the teacher was present,
but if the teacher left, the autocratic ones fell apart, whereas the democratic ones
reorganized and continued to perform (Schein, 2004). Leadership plays a central part in
understanding group behavior, for it’s the leader who actually provides the direction
toward goal attainment (Robbins & Judge, 2007). Knowing which leadership approaches
are appropriate in different situations helps a manager become more effective (Francesco
& Gold, 2005).
2.5 Chapter Summary
This chapter gives an understanding on the influence of a manager’s leadership style on
their employees’ job performance. It reviews the theories and studies conducted in the
past. The literature review of leadership style and performance is based on the three
research questions.
21
CHAPTER 3
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter discussed the research methodology that was utilized in this study. It
described the approach that was adopted in collecting, analyzing, interpreting and
presenting the information. It also entails the population sample, sampling frame and
sampling techniques used.
3.2 Research Design
Research design is a blueprint for the collection, measurement and analysis of the data
based on the research questions of the study (Sekaran & Bougie, 2013.) If the research is
concerned with finding out who, what, where, when or how, then the study is descriptive
(Cooper and Schindler, 2011). Sekaran and Bougie (2013) add that descriptive studies
may help the researcher to: 1) Understand the characteristics of a group in a given
situation 2) Think systematically about aspects in a given situation 3) Offer ideas for
further probe and research and 4) Help make certain (simple) decisions.
The survey strategy was a preferred in this study. The typical survey is a descriptive
research study with the objective of measuring awareness, knowledge, behavior, opinions
and attitudes both inside and outside of the organization (Zikmund, Babin, Carr & Griffin,
2010). According to Saunders, Lewis and Thornhill (2009), using a survey strategy gives
you more control over the research process and when sampling is used, it is possible to
generate findings that are representative of whole population at a lower cost than
collecting data for the whole population. The data collection techniques methods that tend
to be used in surveys are questionnaires or scales (Quinlan, 2011).
The descriptive research design was appropriate in this study since its purpose was to
investigate the leadership style of managers and how it affects the employee job
performance. A survey strategy and a structured questionnaire based on the research
questions are used to collect the information from the respondents at Safari Park Hotel.
22
3.3 Population and Sampling Design
3.3.1 Population
A population is a precisely defined body of people or objects under consideration for
statistical purposes (Collis & Hussey, 2009). The population comprises of non-managerial
employees of Safari Park Hotel, Nairobi and has an identified department. According to
Safari Park Hotel list, there are 190 employees, non -managerial from the various
departments: human resource, housekeeping, food and beverage (service and kitchen),
finance and information communications technology, health club, purchasing and security
(see table 3.1). It is from this population that the researcher will get an accessible sample
size.
Table 3.1: Target population
Department No. of Staff
Human Resource and Administration 3
Housekeeping 19
Food and Beverage (Service & Kitchen) 111
Finance and ICT 19
Health Club 12
Font office 18
Security 8
Total 190
Source: Human Resource and Administration Department at Safari Park Hotel (2013)
3.3.2 Sampling Design
3.3.2.1 Sampling Frame
A list of elements from which the sample may be drawn is called a sampling frame. The
sampling frame is also called the working population because these units will eventually
provide units involved in analysis (Zikmund et. al., 2010).
23
The sampling frame for this study is a list of all non-management employees of Safari
Park Hotel, who total 190 employees as provided by Human Resource department, March
2014. This was provided in terms of number of staff within the various departments.
3.3.2.2 Sampling Technique
Simple random sample is considered a special case in which each population element has
a known and equal chance of selection (Cooper & Schindler, 2011). The population under
study was the staff in the various departments in the hotel. The various departments
represent the stratas. Simple random sampling was used to select proportionate
representation from each strata. Simple random sampling involves you selecting the
sample at random from the sampling frame using random tables, a computer or an online
random number generator (Saunders et. al., 2009).
One way to select a random sample is to allocate a number to every member of the
population and select a sample based on the numbers given in a random number table or
random numbers created by a computer (Collis & Hussey, 2009). To establish the
required sample size from the population, each staff in the sampling frame will be given a
unique number and through use of random numbers they will be selected until the desired
sample size is obtained. The first random will be selected randomly.
3.3.2.3 Sample Size
According to Quinlan (2011) one principle of sample sizes is, the smaller the population,
the bigger the sample ratio has to be for an accurate sample (i.e. one with a high
probability of yielding the same results as the entire population). Zikmund et. al ( 2010)
state that three factors are required to specify sample size: 1) the heterogeneity (i.e.
variance) of the population, 2) the magnitude of the acceptable error (i.e. +/- some
amount) and 3) the confidence level (i.e. 90 percent, 95 percent, 99 percent).
For this study the confidence interval level is 95 per cent. The target population is 190
employees from which we will calculate our sample size based on the Bill Godden
formula (2004)
Formula used to calculate the sample size.
SS=2^
)1(*2^
C
pPZ
24
Where:
SS= Sample size
Z=Square of the confidence level in standard error units
P=Estimated proportion of success
1-p= Estimated proportion of failures
C=Square of the maximum allowance of error between the true proportion and the sample
proportion.
To obtain the sample size from the finite population
New SS= )
))1
(1(
(
PoP
SS
SS
Where:
Pop= Targeted population.
How I arrived on the 144 sample size is:
SS = 2^04.0
5.0*5.0*2^96.1=600.25
New SS =
144)
))190
)125.600((1(
25.600(
To obtain the sample size per strata (Srivastava, Shenoy & Sharma, 2000)
N= NiN
ni For example : Housekeeping = 1419
190
144 respondents.
Where ni is strata population
N= Total population
Ni= sample size of total population
25
Table 3.2: Employee Respondents
Departmental strata No. of Staff Sample size
Human Resource and
Administration 3 3
Housekeeping 19 14
Food and Beverage (Service &
Kitchen) 111 84
Finance and ICT 19 14
Health Club 12 9
Front office 18 14
Security 8 6
Total 190 144
3.4 Data Collection Methods
The data collection method used was the questionnaire. The questionnaire was preferred
due to the fact that the study was confined to only one organization i.e. The Safari Park
Hotel and thus it would be easier to collect the completed responses. The questionnaire
was structured and dictated by the research questions. The questionnaires were hand
delivered to each respondent and collected later. The questionnaires were in the form of
close ended questions which will be based on the research questions.
The questionnaire composed an introduction which disclosed the purpose of the study,
demographic question but upheld the anonymity of the respondent. The questions were
organized based on the research questions. The likert scale was used in this study. The
participant was asked to agree or disagree with each statement. Each response is given a
numerical score to reflect its degree of attitudinal favorableness, and the scores maybe
summed to measure the participants overall attitude (Cooper & Schindler, 2011).
3.5 Research Procedures
Primary data was used in this study. A primary source is also called an original source.
Primary sources provide original information or evidence and are the first evidence of a
phenomenon being observed and recorded (Quinlan, 2011). The researcher collected
primary data using questionnaires, with relevant questions to guide the respondent. The
questionnaire was hand delivered to the respondent.
26
Each questionnaire had a brief introduction, indicating the purpose of the study.
Questionnaires were filled by the random selected respondents. The researcher ensured
not to interrupt the working schedules of the staff and delivered the questionnaires after
consultation with the supervisor on duty in the various departments. A total of 144
questionnaires were issued. Each respondent was given at least one day to fill the
questionnaire and the researcher collected the filled forms for the analysis.
3.6 Data Analysis Methods
Data preparation includes editing, coding, data entry and is the activity that ensures the
accuracy of the data and their conversion from raw form to reduced and classified forms
that are more appropriate for analysis (Cooper and Schindler, 2011) The quantitative data
collected from the questionnaires was coded, keyed in and edited accordingly. Data
coding involves assigning a number to the participants’ responses so they can be entered
into a database (Sekaran & Bougie, 2013). The qualitative data obtained from the
questionnaires will be analyzed and categorized according to the research questions.
Descriptive statistics was used to measure the central tendency i.e. mean, percentages
and frequencies presented in graphs, tables, charts and cross tabulations. Inferential
statistics was used in making valid conclusions from the data. Statistical inference uses
the data gained on a sample population to draw conclusions about the population from
which the sample was drawn (Quinlan, 2011). The binary logistic regression was used to
measure the strength and direction of the relationship between the two variables in this
study. The quantitative data will be coded and analyzed through the statistical package for
the social sciences (SPSS) program
3.7 Chapter Summary
This chapter has discussed the research methodology; the population, sampling frame,
sample size, data collection and methods of data analysis. Methods of data collection
applied in this study are mentioned in detail and justified accordingly. The next chapter
presents the finding and analysis of the study.
27
CHAPTER 4
4.0 RESULTS AND FINDINGS
4.1 Introduction
This chapter presents the results and findings obtained from this research. A structured
questionnaire was used to collect the data, guided by the three research questions. The
data was collected from the employees at the Safari Park Hotel. The questionnaires
distributed to the respondents were 144, 95 questionnaires were returned. This translated
into 66% response rate.
The chapter is based on the research questions; what leadership styles are prevalent in the
hospitality industry, based on research question one , does the leadership style of a
manger affect the employee job performance based on research question two and finally
what are the good leadership practices in the hospitality industry guided by the research
question three.
4.2. General Information
The general information consists of the characteristics of the respondents; gender and
number of years worked at the hotel by the individual respondents.
4.2.1 Gender Distribution
The researcher requested the respondents to indicate their respective gender. The findings
of the study showed that there were 54.7% male and 45.3% female respondents. The
gender of the respondents was relatively well represented in this research. The figure 4.1
shows the gender distribution.
28
Figure 4.1: Gender distribution
4.2.2 Number of Years Worked
Figure 4.2 below shows the number of years worked by the respondents. 58.9% of the
respondents has worked for less than five years, 33.7 percent for 6-10 years and 7.4%
percent had worked for 11 years and above. From the findings it shows that majority of
the respondents had 1-5 years work experience at Safari Park Hotel.
Figure 4.2: Number of years worked
29
4.3 Leadership Styles Prevalent in the Hospitality Industry
4.3.1 Types of Leadership styles
In this section, the research assessed the leadership styles prevalent in the hotel. The
literature review identified various leadership styles such as transactional,
transformational, autocratic, democratic, charismatic and servant leadership. Respondents
were asked to rate based on the likert scale 1 to 5 which leadership behavior and style
best represents their immediate supervisor. The factors were ranked using the mean which
was obtained by assigning weight to the likert scale, strongly agree was assigned (5) to
strongly disagree (1). Those variables with a mean in a continuous likert scale 3.5 to 5.0
were considered strongly agree and agree, 2.5 to 3.4 considered neutral and 0.0 to 2.4 are
considered as strongly disagree and disagree.
Table 4.1: Leadership styles
N Min.
Max
. Mean
Std.
Dev. Rank
Makes suggestions on how to solve problems. 95 1.00 5.00 4.13 .95 1
Encourages thinking and creativity 95 2.00 5.00 4.01 .91 2
Inspiring employees to strive for org. vision 95 1.00 5.00 3.94 .99 3
Thinks and says ‘We’ rather than ‘I’ 95 1.00 5.00 3.92 1.11 4
Encourages us to participate in decision making 95 1.00 5.00 3.81 1.07 5
Shows flexibility in making decisions. 94 1.00 5.00 3.81 1.10 6
Delegates authority 93 1.00 5.00 3.80 .92 7
Focuses on clarifying employees’ roles and task
requirements. 92 1.00 5.00 3.79 .85 8
Seeks to develop leadership in the team
members 93 1.00 5.00 3.78 1.12 9
Encourages subordinates’ growth and
development. 94 1.00 5.00 3.72 1.20 10
Criticizes in a constructive way 93 1.00 5.00 3.62 1.05 11
Relies and creates trust with the subordinates. 92 1.00 5.00 3.60 1.05 12
Will sacrifice for the good of the team 94 1.00 5.00 3.60 1.05 13
Monitors progress towards goal achievement
only. 94 1.00 5.00 3.55 .89 14
Clarifies his or her own role within the group. 94 1.00 5.00 3.52 1.06 15
Shows regard for subordinates as individuals 94 1.00 5.00 3.51 1.05 16
Serves others rather than be served. 94 1.00 5.00 3.31 1.19 17
Needs to control every activity 91 1.00 5.00 3.19 1.17 18
Recognizes and awards based only on work
performance 92 1.00 5.00 3.18 1.13 19
Put other people’s needs, aspirations and
interests 94 1.00 5.00 3.17 1.10 20
Believes only their ideas are the best 93 1.00 5.00 2.77 1.21 21
Focuses more on punishment for mistakes 95 1.00 5.00 2.76 .99 22
30
The study found out as shown in table 4.2 that the supervisors had the following strong
attributes; makes suggestions on how to solve problems (mean of 4.13), encourages
thinking and creativity (mean of 4.01) and inspires employees to strive for organizational
vision (mean of 3.94), thinks and says ‘we’ rather than ‘I’ (mean of 3.92).
It was also found out that the respondents indicated the following attributes are neutral on
the supervisors’ leadership style; serves others rather than be served (mean of 3.31),
needs to control every activity (mean of 3.19), recognizes and awards based only on work
performance (mean of 3.18), puts other people’s needs, aspirations and interests above
their own (mean of 3.17), believes only their ideas are the best (mean of 2.77) and focuses
more on punishment for mistakes (mean of 2.76).
4.3.1.1 Makes Suggestions on how to Solve Problems
The researcher requested the respondents to indicate the style of leadership based on if the
supervisor makes suggestions on how to solve problems. This was to determine the
prevalent leadership style at the hotel.
Table 4.2 Rating on makes suggestions on how to solve problems
Frequency Percent
Strongly disagree 2 2.1
Disagree 6 6.3
Neutral 7 7.4
Agree 43 45.3
Strongly agree 37 38.9
Total 95 100.0
As presented in table 4.2, the study found out that majority of the respondents agreed with
38.9% strongly agrees, 45.3% agree, 7.4% were neutral, 6.3% disagree and 2.1% strongly
disagree. There was a consensus that the supervisors made suggestions to the employees
on how to solve problems as indicated by the highest responses of strongly agree at
38.9% and agree at 45.3%.
4.3.1.2 Encourages Thinking and Creativity
The research sought to find out if the supervisor as a leader encouraged thinking and
creativity. The responses are presented according to frequency in terms of if the
supervisor encourages thinking and creativity among the employees.
31
Table 4.3 Encourages Thinking and Creativity
Frequency Percent
Disagree 8 8.4
Neutral 14 14.7
Agree 42 44.2
Strongly agree 31 32.6
Total 95 100.0
The findings of the study presented in table 4.3 showed that 32.6% strongly agree, 44.2%
agree, 14.7% neutral and 8% disagree. Majority of the respondents agreed that the
supervisors encourage thinking and creativity. The response from the disagree was very
low at 8.4%
4.3.1.3 Inspiring employees to strive for organizational vision
The study sought to determine if the supervisor inspired employees to strive for
organizational vision. The results are as shown in table 4.4
Table 4.4 Inspiring employees to strive for organizational vision
Frequency Percent
Strongly disagree 2 2.1
Disagree 7 7.4
Neutral 16 16.8
Agree 40 42.1
Strongly agree 30 31.6
Total 95 100.0
The results in table 4.4 indicate that the supervisors inspired the employees to strive for
organizational vision with 31.6% strongly agree, 42.1% agree, 16.8% neutral, 7.4%
disagree and 2.1% strongly disagree.
4.3.1.4 Thinks and says ‘We’ rather than ‘I’
The respondents were asked if their supervisor thinks and says ‘we’ rather than ‘I’. The
results are shown in table 4.5 below.
32
Table 4.5 Thinks and says ‘We’ rather than ‘I'
Frequency Percent
Strongly disagree 6 6.3
Disagree 3 3.2
Neutral 17 17.9
Agree 36 37.9
Strongly agree 33 34.7
Total 95 100.0
The findings of the study in table 4.5 showed that 33 respondents (34.7%) strongly agree,
36 respondents (37.9%) agree, 17 respondents (17.9%) were neutral, 3 respondents
(3.2%) disagree and 6 respondents (6.3%) strongly disagree. According to these results
majority of the employees agree that the supervisor thinks and says ‘we’ rather than ‘I’.
4.3.1.5 Encourages us to participate in decision making
The respondents were asked to indicate if the supervisor encourages staff to participate in
decision making. The findings are shown below in table 4.6
Table 4.6 Encourages us to participate in decision making
Frequency Percent
Strongly disagree 4 4.2
Disagree 8 8.4
Neutral 17 17.9
Agree 39 41.1
Strongly agree 27 28.4
Total 95 100.0
The respondents indicated (table 4.6) that the supervisor encourages staff to participate in
decision making with 28.4% strongly agree, 41.1% agree, 17.9% neutral, 8.4% disagree
and 4.2% strongly disagree. There were 17.9% of the respondents who were neutral,
indicating they were not sure or are undecided on the factor.
4.3.1.6 Focuses more on punishment
This study sought to find out from the respondents if the supervisor focuses more on
punishment. Results are shown in table 4.7 below.
33
Table 4.7 Focuses more on punishment
Frequency Percent
Strongly disagree 6 6.3
Disagree 36 37.9
Neutral 34 35.8
Agree 13 13.7
Strongly agree 6 6.3
Total 95 100.0
The findings in table 4.7 reveal that 6.3% strongly agree, 13.7% agree, 35.8% neutral,
37.9% disagree and 6.3% strongly disagree on the supervisor focusing more on
punishment. These finding shows that the 35.8% of the respondents were neutral which
may imply a relative number of employees were not sure on this factor.
4.3.1.7 Believes only their ideas are the best
The researcher asked the respondents to indicate if their supervisor believes only their
ideas are the best.
Table 4.8 Believes only their ideas are the best
Frequency Percent
Strongly disagree 13 14.0
Disagree 31 33.3
Neutral 23 24.7
Agree 16 17.2
Strongly agree 10 10.8
Total 93 100.0
As presented in table 4.8, the respondents indicated that 10.8% strongly agree, 17.2%
agree, 24.7% neutral, 33.3% disagree and 14.0% strongly disagree that the supervisor
believes only their ideas are the best. From the results, the neutral respondents (24,7%)
were equally high giving an impression that in relation to this factor they were not sure.
4.3.1.8 Put other people’s need, aspirations and interests above their own
The research sought to establish if the supervisors put other people’s need, aspirations and
interests above their own.
34
Table 4.9 Put other people’s need, aspirations and interests above their own
Frequency Percent
Strongly disagree 7 7.4
Disagree 17 18.1
Neutral 35 37.2
Agree 23 24.5
Strongly agree 12 12.8
Total 94 100.0
From the study, the findings in the table 4.9 shows that 12.8% strongly agree, 24.5%
agree, 37.2% neutral, 18.1% disagree and 7.4% strongly disagree. From these findings,
majority of the respondents were found neutral at 37.2% probably indicating some
respondents were not sure if the supervisor put other people’s need, aspirations and
interests above their own.
4.3.1.9 Needs to control every activity
The researcher wanted to know from the respondents if the supervisor needed to control
every activity.
Table 4.10 Needs to control every activity
Frequency Percent
Strongly disagree 4 4.4
Disagree 29 31.9
Neutral 18 19.8
Agree 26 28.6
Strongly agree 14 15.4
Total 91 100.0
Results in table 4.10 indicate that 15.4% respondents strongly agree, 28.6% agree, 19.8%
neutral, 31.9% disagree and 4.4% strongly disagree that the supervisor needs to control
every activity. The majority of the respondents disagreed (31.9%) that the supervisor
needs to control every activity compared to the 28.6% of the respondents who agreed.
4.3.2 Leadership style and Changing Employee Expectations
The research sought to identify the respondents’ response on the supervisor leadership
behavior and style based on gender by further analyzing the male and female opinions.
The findings will indicate whether the employee rating of the leadership style will vary
based on the gender.
35
4.3.2.1 Leadership style and female employee expectations
The factors were ranked using the mean which was obtained by assigning weight to the
likert scale with those who strongly agree rated at 5 while those who strongly disagree at
1. On a continuous likert scale the mean score between 0.0 to 2.4 represents strongly
disagree and disagree, 2.5 to 3.4 indicates neutral and 3.5 to 5.0 represent strongly agree
and agree.
Table 4.11 Rating of leadership behavior and style by female respondents
N Min. Max Mean
Std.
Dev Rank
Makes suggestions on how to solve problems. 43 1.00 5.00 4.14 .89 1
Encourages thinking and creativity 43 2.00 5.00 4.00 .95 2
Inspiring employees to strive for org. vision 43 1.00 5.00 3.88 1.05 3
Encourages us to participate in decision making 43 1.00 5.00 3.88 1.03 4
Thinks and says ‘We’ rather than ‘I’ 43 1.00 5.00 3.88 1.18 5
Delegates authority 41 1.00 5.00 3.88 .95 6
Encourages subordinates’ growth and
development. 42 1.00 5.00 3.83 1.15 7
Shows flexibility in making decisions. 42 1.00 5.00 3.79 1.22 8
Seeks to develop leadership in the team
members 41 1.00 5.00 3.73 1.07 9
Criticizes in a constructive way 42 1.00 5.00 3.64 1.03 10
Focuses on clarifying employees’ roles and task
requirements. 42 1.00 5.00 3.62 .85 11
Will sacrifice for the good of the team 43 1.00 5.00 3.60 1.09 12
Relies and creates trust with the subordinates. 41 1.00 5.00 3.54 1.03 13
Monitors progress towards goal achievement
only. 43 1.00 5.00 3.53 1.01 14
Clarifies his or her own role within the group. 42 1.00 5.00 3.52 1.13 15
Shows regard for subordinates as individuals 43 1.00 5.00 3.51 1.12 16
Put other people’s needs, aspirations and
interests 42 1.00 5.00 3.26 1.06 17
Needs to control every activity 41 1.00 5.00 3.24 1.22 18
Serves others rather than be served. 42 1.00 5.00 3.21 1.30 19
Recognizes and awards based only on work
performance 41 1.00 5.00 2.93 1.15 20
Focuses more on punishment for mistakes 43 1.00 5.00 2.81 .96 21
Believes only their ideas are the best 42 1.00 5.00 2.74 1.33 22
Results from table 4.11 showed female respondents agreed that the supervisors; makes
suggestion on how to solve problems mean of 4.14, encourages thinking and creativity
mean of 4.00 and encourages staff to participate in decision making mean of 3.88. The
study also found out that the following factors were neutral: believes only their ideas are
best at mean of 2.74, focuses more on punishment mean of 2.8, recognizes and awards
based only on work performance at a mean of 2.93.
36
4.3.2.2Leadership style and male employee expectations
The research sought to establish the male respondents’ response on the leadership
behavior and style of their supervisors. The factors were ranked on a likert scale of 1 to 5,
with response of 5 indicating strongly agree and a 1 showing strongly disagree. On a
continuous likert scale the mean score between 0.0 to 2.4 represents strongly disagree and
disagree, 2.5 to 3.4 indicates neutral and 3.5 to 5.0 represent strongly agree and agree.
From the study findings as shown in table 4.12 The male respondents indicated strongly
that their supervisor makes suggestions on how to solve problems mean of 4.12,
encourages thinking and creativity mean of 4.02, inspiring employees to strive for
organization vision mean of 3.98. The study also found out that the following factors
were neutral ; focuses more on punishment for mistakes mean of 2.71, believes only their
ideas are the best mean of 2.80 and puts other people’s needs, aspirations and interests
above their own a mean of 3.10.
Table 4.12 Rating of leadership behavior and style by male respondents
N Min. Max. Mean
Std.
Dev Rank
Makes suggestions on how to solve problems. 52 1.00 5.00 4.12 1.00 1
Encourages thinking and creativity 52 2.00 5.00 4.02 .87 2
Inspiring employees to strive for org. vision 52 2.00 5.00 3.98 .94 3
Thinks and says ‘We’ rather than ‘I’ 52 1.00 5.00 3.94 1.06 4
Focuses on clarifying employees’ roles and task
requirements. 50 2.00 5.00 3.94 .82 5
Shows flexibility in making decisions. 52 2.00 5.00 3.83 1.00 6
Seeks to develop leadership in the team members 52 1.00 5.00 3.83 1.17 7
Encourages us (staff) to participate in decision
making 52 1.00 5.00 3.75 1.12 8
Delegates authority 52 2.00 5.00 3.73 .89 9
Relies and creates trust with the subordinates. 51 1.00 5.00 3.65 1.07 10
Encourages subordinates’ growth and
development. 52 1.00 5.00 3.63 1.24 11
Criticizes in a constructive way 51 1.00 5.00 3.61 1.08 12
Will sacrifice for the good of the team 51 1.00 5.00 3.59 1.02 13
Monitors progress towards goal achievement only. 51 1.00 5.00 3.57 .78 14
Clarifies his or her own role within the group. 52 1.00 5.00 3.52 1.02 15
Shows regard for subordinates as individuals 51 1.00 5.00 3.51 1.01 16
Recognizes and awards based only on work
performance 51 1.00 5.00 3.39 1.08 17
Serves others rather than be served. 52 1.00 5.00 3.38 1.11 18
Needs to control every activity 50 1.00 5.00 3.14 1.14 19
Put other people’s needs, aspirations and interests 52 1.00 5.00 3.10 1.14 20
Believes only their ideas are the best 51 1.00 5.00 2.80 1.11 21
Focuses more on punishment for mistakes 52 1.00 5.00 2.71 1.02 22
37
According to the study as shown in table 4.11 and 4.12, it was found out that both the
female and male respondents had the same opinion on the behavior and leadership styles
of their supervisors. On a continuous likert scale of a mean score of 3.5 to 5.0, it was
found that both male and female respondents indicated similar attributes of the supervisor
on leadership behavior and style. In addition, the findings in table 4.11 and 4.12 showed
that both the male and female respondents had similar factors that were used to a
moderate extent (mean of 2.4 to 3.4) to explain the leadership behavior and style of their
supervisors.
4.4 Leadership Style and Influence on the Employee Job Performance
The study aimed to determine relationship between the supervisor and employee, and the
influence on the level of employee job performance. The respondent ranked their feelings
when relating to their immediate supervisor based on the likert scale of 1 to 5. The scores
of strongly agree was giving the weight 5 to strongly disagree was assigned a weight of 1.
The mean score with the scale 0 to 2.4 was considered as variables with a less impact,
mean score of 2.5 to 3.4 was considered to show the variable with a neutral impact while
a mean of 3.5 to 5.0 represent the variable with a strong impact.
Table 4.13: Rating on influence on the employee job performance
N Min. Max. Mean
Std.
Dev. Rank
Self-driven to perform my work 94 1.00 5.00 4.21 .89 1
Being a team player 94 1.00 5.00 4.20 .85 2
Willingness to work hard 93 1.00 5.00 4.10 .86 3
Correcting any poor performance 93 2.00 5.00 4.05 .79 4
Being innovative and creative in my duties 93 1.00 5.00 4.01 .83 5
Developing my skills 93 1.00 5.00 3.99 .96 6
Excelling in my work 93 1.00 5.00 3.98 .88 7
Am very clear on my responsibilities 93 1.00 5.00 3.95 .99 8
Energized and want to be involved at work 94 1.00 5.00 3.91 .91 9
Have meaning and purpose for work 94 1.00 5.00 3.89 .99 10
I like the work am doing 94 1.00 5.00 3.88 1.03 11
Supported 94 1.00 5.00 3.72 1.11 12
Very dissatisfied with our conversations. 94 1.00 5.00 2.62 1.30 13
Nothing is ever accomplished. 93 1.00 5.00 2.55 1.27 14
Stressed 94 1.00 5.00 2.52 1.27 15
Low morale for my work 94 1.00 5.00 2.27 1.13 16
38
The findings in table 4.13 show the respondents opinion on the influence of the
supervisor leadership style to the employees’ job performance. The study found out that
the following factors were outcomes to a large extent on the employees’ job performance;
self driven to perform my work with a mean of 4.2, being a team player at mean of 4.20,
willingness to work hard a mean of 4.10, correcting any poor performance at a mean of
4.05 and being innovative and creative in my duties mean of 4.01. However, the study
established that low morale for my work at mean of 2.27 was the variable with the less
impact from the supervisors influence on employees’ job performance.
The study also found that some of the factors are only used to a moderate extent to
explain the supervisors influence on the employee job performance such as; very
dissatisfied with our conversations with a mean of 2.62, nothing is ever accomplished
mean of 2.55 and stressed a mean of 2.52.
4.4.1 Effects of Leadership style on the Employee
The researcher sought to find out from the respondents if supervisor influenced the level
of employee job performance.
4.4.1.1 Self driven to perform work
The study sought to find out from the respondents if when relating with the supervisor
they had a self drive to perform work.
Table 4.14: Self-driven to perform work
Self-driven to perform my work
Total
Strongly
disagree Disagree Neutral Agree
Strongly
agree
Number
of years
worked
1-5
years
1.8% 7.3% 9.1% 36.4% 45.5% 100.0%
6-10
years
.0% 3.1% 3.1% 53.1% 40.6% 100.0%
11
years
and
above
.0% .0% 28.6% 28.6% 42.9% 100.0%
39
Table 4.14 presents the findings; 53.1% of 6-10 years respondents agreed,53.1 % ,1-5
years respondents at 36.4% and 11 years and above at 28.6%. It is worth to note that for
respondents who have worked for over 11 years and above, as presented in table 4.14,
28.6% were not sure if they were self-driven to perform work.
4.4.1.2 Team player
The study sought to find out if the respondents when relating with the supervisor felt they
were a team player.
Table 4.15: Being a team player
Frequency Percent
Strongly disagree 2 2.1
Disagree 1 1.1
Neutral 11 11.7
Agree 42 44.7
Strongly agree 38 40.4
Total 94 100.0
From the table 4.15 majority of the respondents agree with 40.4% strongly agree, 44.7%
agree. Only 11.7% respondents were neutral, 1.1 % disagrees and 2.1% strongly disagrees
that they were influenced to be a team player.
4.4.1.3 Willingness to Work Hard
The researcher wanted to find out if the respondents when relating to their supervisor had
a willingness to work hard.
Table 4.16 Willingness to Work Hard.
Frequency Percent
Strongly disagree 2 2.2
Disagree 2 2.2
Neutral 12 12.9
Agree 46 49.5
Strongly agree 31 33.3
Total 93 100.0
40
Table 4.16 indicates 33.3% percent of the respondents strongly agree and 49.5% agree,
12.9% were neutral and the rest disagreed. These results indicate that the supervisor
influenced majority of the employees to have a willingness to work hard.
4.4.1.4 Correcting any Poor Performance
The study sought to find out if the employees were influenced by their supervisor to
correct any poor performance.
Table 4.17: Correcting any Poor Performance
Frequency Percent
Disagree 3 3.2
Neutral 17 18.3
Agree 45 48.4
Strongly agree 28 30.1
Total 93 100.0
As presented by the findings in table 4.17, when relating to their supervisor 30.1%
respondents strongly agree to correct any poor performance, 48.4% agree, 18.3% were
neutral and 3.2% disagree. The highest numbers of employees, 48.4% agree to being
influenced to correcting any poor performance. Only 18.3% of the respondents were
neutral indicating they were not sure about this factor.
4.4.1.4 Innovative and Creative
The researcher sought to find out if the employees when relating with their supervisor
were influenced to being innovative and creative in their duties.
Table 4.18: Being innovative and Creative
Strongly
disagree Disagree Neutral Agree
Strongly
agree
Being innovative and creative
in my duties
1.1% 3.2% 17.2% 50.5% 28.0%
As presented by the findings in table 4.18, 28% strongly agree, 50.5% agree, 17.2% were
neutral and the rest disagreed they felt the need to be innovative and creative in their
duties. The results show half of the respondents (50.7%) agree to being influenced to be
innovative and creative in their duties.
41
4.4.2 Employee Behavior and Outcomes.
The study also sought to establish whether the employee job performance (behavior and
outcomes) was influenced by the immediate supervisor leadership style. The dependent
variable is job performance and independent variables are; encourage staff to participate
in decision making, needs to control every activity, makes suggestions on how to solve
problems, think and say ‘We’ rather than ‘I’, believes only their ideas are best, seeks to
develop leadership in team members and clarifies his or her role within the group.
Table 4.19: Regression between employee job performance and leadership style
Model B S.E. Wald Sig.
Constant 1.063 .164 41.827 .000
Encourages staff(1) -.357 .165 4.656 .031
Needs to control every activity(1) .514 .142 13.016 .000
Makes suggestions on problem solving(1) -.856 .222 14.835 .000
Think and say we rather than I(1) .450 .202 4.956 .026
Believes only their ideas are the best(1) -.338 .156 4.728 .030
Seeks to develop leadership in team members(1) .381 .161 5.592 .018
Clarifies his or her role within the group(1) -.338 .143 5.552 .018
Table 4.19 shows the binary logistic regression model between leadership style and
employee job performance. The model was used to show how the independent variable
influences the dependent variable. The findings in table 4.20 showed that there was a
negative significant influence of encouraging staff on the job performance of the
respondent with Pvalue = 0.031, positive significant influence of think and say ‘we’
rather than ‘I’ on the job performance of the respondent with Pvalue=0.026 and a
negative significant influence of believes only their ideas are best on the job performance
of the respondent with Pvalue = 0.000
The equation of regression line is: Job Performance=1.063–(0.357ES)+(0.514NCA)-
(0.856 SPS) +(0.450TSWI)–(0.338BOI)+(0.381 SDLT)- (0.338 CHR)
(Note: ES-Encourage staff, NCA-Need to control every activity, SPS-Suggestion on
problem solving, TSWI-Think and say ‘we’ rather than ‘I’, BOI- Believe only their idea,
SDLT-Seek develop leadership in a team, CHR- Clarifies his or her role).
42
4.5 Leadership Practices in the Hospitality Industry
The third research question sought to find out what are the good leadership practices in
the hospitality industry. Respondents were asked to rate based on the likert scale 1 to 5
the leadership practices in the organization. The factors were ranked using the mean
which was obtained by assigning weight to the likert scale, strongly agree was assigned
(5) to strongly disagree (1). Those variables with a mean in a continuous likert scale 3.5
to 5.0 were considered strongly agree and agree, 2.5 to 3.4 considered neutral and 0.0 to
2.4 are considered as strongly disagree and disagree.
Table 4.20: Rating on Leadership Practices
N Min. Max Mean
Std.
Dev. Rank
Provides training and development for all
employees. 94 1.00 5.00 3.76 1.11 1
Celebrates the values and victories by creating
a spirit of community. 93 1.00 5.00 3.67 1.15 2
Recognize contributions by showing
appreciation for individual excellence 94 1.00 5.00 3.66 1.16 3
Searches for opportunities and looks outward
for innovative ways to improve 92 1.00 5.00 3.61 1.07 4
Has a clearly defined organizational structure. 93 1.00 5.00 3.61 1.15 5
Expresses its vision, mission and plans clearly
during staff meetings 92 1.00 5.00 3.59 1.24 6
Fosters collaboration by building trust and
facilitating relationships 92 1.00 5.00 3.58 1.14 7
Encourages career development 94 1.00 5.00 3.49 1.40 8
The model the way by setting the example and
align their actions with shared values 91 1.00 5.00 3.41 1.00 9
Enlist employees in a common vision by
appealing to shared aspirations 92 1.00 5.00 3.40 1.06 10
Clarify employee performance goals 93 1.00 5.00 3.35 1.06 11
Provides feedback, empowerment and coaching
to employees. 94 1.00 5.00 3.33 1.26 12
Has human resource policies and procedures in
place 94 1.00 5.00 3.29 1.41 13
Has a clear reward system for all its
employees 92 1.00 5.00 3.12 1.19 14
The research found out that some of the practices were in place to a large extent as shown
by the findings in table 4.20, the respondents agree that the organizations provides
training and development for all employees at a mean of 3.76, celebrates the values and
43
victories by creating a spirit of community at a mean of 3.67, recognize contributions by
showing appreciation for individual success a mean of 3.66.
As presented in table 4.20, the study also found that the following practices were used
moderately (mean score of 2.4 to 3.4) to explain the leadership practices in the
organization; has a clear reward system for all employees a mean of 3.12, has human
resources policies and procedures in place a mean of 3.29 and provides feedback,
empowerment and coaching to employees a mean of 3.33 and clarify employee
performance goals at a mean of 3.35.
4.5.1 Training and Development
The researcher sought to find out if the organization provided training and development
for all its employees.
Figure 4.3: Training and development
Findings in figure 4.3 shows 26.28% respondents strongly agree, 38.4% agree, 15.16%
were neutral, 11.12% disagree and 4.4% strongly disagree. The results reveal majority of
the respondents agreed the organization provided training and development to the
employees.
44
4.5.2 Recognize Contributions by Showing Appreciation
The study aimed at finding out if the organization recognized contributions by showing
appreciation for individual excellence.
Figure 4.4: Recognize contributions by showing appreciation.
Figure 4.4 below shows the results from the respondents with 26.6% strongly agree, 37.2
% agree, 16% neutral, 16% disagree and 4.3% strongly disagree. The study revealed that
the organization recognized contributions by showing appreciation for individual
excellence.
4.5.3 Defined Organizational Structure
The researcher sought to establish if the organization had a clearly defined organizational
structure. The Figure 4.5 represents the findings with 24.26% strongly agree, 30.32%
agree, 23.25% were neutral and 11.12% disagree.
Figure 4.5: Defined organizational structure
45
According to the results presented in figure 4.5, 24.26% of the respondents strongly
agreed that organization had a clearly defined organizational structure while 23.25% of
the respondents were neutral giving the impression they were not sure about this factor.
4.5.4 Searches for opportunities and looks outward for innovative ways to improve
The respondents were requested to indicate if the organization searches for opportunities
and look outward for innovative ways to improve,
Figure 4.6: Searches for opportunities and looks outward for innovative ways
to improve
The findings in Figure 4.6 show the majority of the respondents agree 36.39%, 19.21%
strongly agree, 23.25% were neutral, 10.11% disagree and 4.4% strongly disagree. While
the highest number of respondents (36.39%) agrees that the organization searches for
opportunities and looks outward for innovative ways to improve, 23.25% of the
respondents were neutral probably indicating they were not sure about this factor.
4.5.5 Clear Reward System
The study sought to determine if the organization had a clear reward system for all its
employees.
46
Figure 4.7: Clear reward system
The figure 4.7 shows the findings with 6.5% strongly agree, 21.7% agree, 26.1% neutral,
33.7% disagree and 12% strongly disagree. The study established that majority disagreed
(33.7%) to the organization having a clear reward system for all its employees with only
21.7% of the respondents agreeing. In addition, 26.1% of the respondents were neutral
indicating they were not sure or remain undecided about this factor.
4.5.5 Human Resource Policy and Procedures.
The respondents were asked if the organization had human resource policies and
procedures in place.
Figure 4.8: Human Resource Policy and Procedures
47
The findings in figure 4.8 shows, 18.1% of the respondents strongly agree, 11.7% agree,
16% neutral, 31.9% disagree and 22.3% strongly disagree. From the findings majority of
the respondents disagreed that the organization had human resource policy and procedure
in place.
4.6 Chapter Summary
This chapter provided the results and findings on influence of leadership styles on
employee job performance. The chapter was in four sections, guided by the respondents’
questionnaire. The first section covered the general information of the respondents,
second section provided results on the leadership styles prevalent in the hotel, third
section presented findings on influence of leadership style on employee job performance
and finally the fourth section provided findings on leadership practices prevalent in the
hotel. The next chapter provides the conclusion, summary, discussions, recommendations
for improvement and any future research.
48
CHAPTER 5
5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter provides a summary of findings, discussions, conclusions and
recommendations. This section is guided by the research questions, and the discussions
provides comparison with the literature review
5.2 Summary
The purpose of this study was to investigate the leadership style of managers and how it
affects employee job performance. The study was carried out at the Safari Park Hotel and
was guided by the following research questions: what leadership styles are prevalent at
the Safari Park Hotel; does the leadership style of a manager affect employee job
performance; and what are the good leadership practices in the hospitality industry.
The descriptive research design was used in this study. The target population was 190
non-managerial employees of Safari Park Hotel. Data was collected in form of structured
questionnaires. Out of 144 questionnaires distributed to the employees, 95 were returned
representing a 66% response rate. To analyze the data, descriptive and statistical analysis
was used and the findings were presented through use of tables and charts. Ranking of
mean scores was used to identify the key factors. To discover the influence of leadership
styles on employee job performance, the binary logistic regression model was used.
The respondents general information was captured; gender distribution showed 54.%
male and 45.3% female respondents indicating a balance of both female and respondents
in the research. About half of the respondents, 58.9% were in the category of 1-5 years
work experience at the Safari Park Hotel with 33.7% of the respondents having 6-10
years and 7.4% had 11 years and above work experience. This indicated the respondents
have relatively good working experience.
49
Based on research question one, the study found out that the managers at the hotel
exhibited more of transformational and democratic leadership style and not autocratic nor
transactional. On ranking the supervisors leadership style, the highest mean score was
4.13, makes suggestions on how to solve problems and the lowest mean score was 2.76,
focuses more on punishment for mistakes. The study also found out that rating of
leadership style factors based on gender had no major difference therefore indicating a
common leadership style was found to be exhibited by the supervisors from both the male
and female respondents.
The study sought to find out the influence of leadership style on employee job
performance, based on research question two. The rankings of the factors showed that the
respondents were influenced by the managers; self driven to perform work with the
highest mean score of 4.21, being a team player at a mean of 4.20 as compared to the
lowest mean score, low morale for my work at a mean of 2.27 and stressed at a mean of
2.52.
Further analysis of the results showed that leadership style and behaviors had either a
positive or negative effect on the employee job performance. The binary logistic
regression model was used to determine the significance of leadership style on job
performance. Encouraging staff to participate in decision making was found to have
negative significant influence (p=0.031) on job performance while if the managers think
and say ‘we’ rather than ‘I’ had a positive significant (p=0.26) on employee job
performance. Based on the findings from the regression model, the study showed that
leadership style of the manager was critical and influenced the employee job
performance.
By looking at the good leadership practices in the hotel, the study found out that the hotel
provides training and development for all employees with the highest mean score of 3.76,
celebrates the values and victories by creating a spirit of community, mean score of 3.67
and recognize contributions by showing appreciation for individual success, mean score
of 3.66. However, it is important to note that the employees felt and rated lowly these
factors; has a clear reward system for all its employees mean score of 3.12 and has a
human resource policies and procedures in place at a mean score of 3.29. These factors
are considered among good leadership practices that motivate and enhance employee
performance.
50
5.3 Discussions
5.3.1 Leadership Styles Prevalent in the Hospitality Industry
From the findings of the study, the opinions of the respondents indicated there were a
varied leadership styles portrayed by their supervisor. The findings showed that the
prevalent leadership styles were: transformational, charismatic and democratic leadership
styles. The findings of the study were in contrary with Miller et. al., (2007) stated that in
the hospitality industry, the traditional method of dealing with hourly works has generally
been some variation of command obey-method combined with carrot-stick techniques of
reward and punishment. Based on the research findings, the autocratic leadership, servant
and transactional leadership style were not found to be the most prevalent leadership
styles in the hotel.
The leadership at Safari Park Hotel could be associated with more than one style. The
findings of the study were contrary to Fiedler’s contingency theory which according to
Nelson (2013) this theory assumes that leaders are either task oriented or relationship
oriented, depending on how the leaders obtain their primary need gratification. The study
findings supported Hersey and Blanchard approach which asserts that styles are not
mutually exclusive, in other words that a leader can be both highly task focused and
highly relationship focused (Shani, Chandler, Coget & Lau, 2009).
The majority of respondents highly ranked that the supervisors’ makes suggestions on
how to solve the problems, exhibiting a democratic leadership style as stated by Wilson
(2004) the democratic leader took the initiative where they felt it was needed in making
guiding suggestions. Controlling managers have a desire to exercise personal power over
subordinates by dominating and maintaining tight control over their activities (Laferla,
2010). The respondents ranked low the factor that the supervisors did focus more on
punishment for mistakes, believe only their ideas are best which characterizes the
autocratic leadership where the manager alone exercises decision making and authority
for determining policy, procedures for achieving goals, work tasks and relationships,
control of rewards or punishment (Mullins, 2008).
51
While the democratic leadership style was found most prevalent over the autocratic, the
margin of difference between those who agreed (28.6%) and those who disagreed
(31.9%) to the supervisors need to control every activity was found to be minimal i.e. 3.3.
Also it is worthy to note, regarding the factor on focuses more on punishment the margin
of difference between those who disagree (37.9%) and those neutral (35.8%) was also
very minimal i.e. 2.1and for the factor believes only their ideas are best a difference of 9
was found between respondents who disagree (33.3%) and respondents who are neutral
(24.7%). This is indicated that there were still elements of autocratic leadership style
found in the supervisors. According to Miller et.al. (2007) perhaps that is the way the
supervisor was raised or perhaps it is the only method the supervisor has ever seen in
action.
In relation to transactional versus the transformational leadership, the findings of the
study show the supervisor encourages thinking and creativity, inspiring employees to
strive for organizational vision. According to Williams (2011) transformational leaders
are able to make their followers feel that they are a vital part of the organization and help
them see how their jobs fit with the organization’s vision. Therefore, the study found the
supervisors exhibited the transformational leadership as compared to the transactional
leadership which occurs when a leader motivates followers purely by exchanging rewards
for performance (George & Jones, 2008) . The respondents ranked low the factor that the
supervisors recognize and awards based only on work performance.
The study revealed a lack of servant leadership style since the respondents ranked lowly
and majority of the respondents were not sure i.e. 37.2% if the supervisor puts people’s
needs, aspirations and interests above their own. According to Robert Greenleaf, in 1970,
he believes that great leaders act as servants putting the needs of others, including
employees, customers, and community, as their priority (Kreitner & Kinicki, 2010).
However, the findings show the supervisors thinks and says ‘We’ rather than ‘I’ therefore
exhibiting charismatic leadership characterized by developing a deep collective identity
among followers (Shani et. al., 2009). The charismatic leadership style was found to be
more prevalent over the servant leadership style.
52
In response to leadership style and changing employee expectations, the findings showed
a no major difference in response between the female and male respondents. This was
reflected in the ranking of the factors. The supervisors exhibited a balanced leadership
style among the genders considering perceptions and attributions are more significant and
complex in today’s diverse workplace (Kinicki, 2010). In a study of 916 CEOs, it was
found that the ability to play multiple and competing roles produced better firm
performance (Quinn, Faerman, Thompson, McGrath & St. Clair, 2010).
5.3.2 Influence of Leadership Style on the Employee Job Performance
The findings of the study showed that leadership style influenced the employee job
performance. Based on the rankings of level of performance when relating with the
immediate supervisor, the respondents ranked highly the factors; they felt self-driven to
perform their work, being a team player, willingness to work hard, correcting any poor
performance. The findings supports Williams (2011) leaders inspire their companies to
change and their followers to give extraordinary effort to accomplish organizational
goals.
On the other hand, it was noted that among the least ranked factors, the respondents felt
when relating with their supervisors, nothing is ever accomplished, not supported, very
dissatisfied with our conversations. According to Joyce (2007) by developing a positive
attitude in the team, managers get a positive attitude back and the quality of the work
improves. Despite the overall positive influence, the managers should strive to improve in
this area.
The findings indicated that respondents with 11 years above experience a high percentage
i.e. 28.6% of respondents were not sure if they were self –driven to perform work when
relating with their supervisor. According to Brooks (2009) it is hard to measure attitudes
and that it is difficult to establish simple links between attitude and behavior and job
performance, it is an area of great concern to managers.
53
In addition, the results based on number of years worked versus the employee self drive
to perform work showed consideration of Maslow proposal of universal human needs
representing the order in which these needs become motivators of human behavior (Miller
et. al., 2007) is critical. Hence it is important for the leadership to consistently monitor
the behaviors, needs of employees and adopt appropriate leadership style at the various
stages in their work experience.
The study showed that the majority of respondents have a desire to be innovative and
creative when relating with the supervisor. The findings support transformational
leadership behavior and influence on the employee. Colquitt, LePine and Wesson (2010)
stated that what gets transformed is the way followers view their work, causing them to
focus on the collective good more than just their own short term self-interests and to
perform beyond expectations as a result.
The study revealed that the leadership behavior and style of a supervisor had either a
positive or negative influence on the job performance. According to Daft (2008) the
findings about autocratic and democratic leadership in the Original University of Iowa
Studies indicated that leadership behavior had a definite effect on outcomes such as
followers’ performance and satisfaction. From the results as presented by the regression
model it was evident there existed either a negative or positive significant influence of
leadership style on the employee job performance.
The findings indicate that when the supervisor encourages staff to participate in decision
making, makes suggestion to solve problems, believes only their ideas are best, clarifies
his or her own role within the group it had a negative significant influence on the job
performance of the respondent, it reduced the job performance of employees.
It is worth to note that encouraging staff to participate in decision making had a negative
influence. This was in contrary with advocates of participative of management claim that
participation increases employee satisfaction, commitment and performance (Kreitner &
Kinicki, 2010). Research has found that employee participation in decisions may not
always increase effectiveness (Nickels, McHugh, J. & McHugh, S. 2010).
54
The manager clarifying his or her own role within the group had a negative influence on
the employee job performance. According to Quinn et. al.,( 2010) determining which
approach to use is based on problem attributes such as the required quality of the
decision, the necessity of group acceptance and commitment to the decision, and the time
available to make the decision. Hence, for positive influence, it is important for the
leadership to consider the approaches and leadership style used in encouraging the staff to
participate in decision making and clarifying his or her own role within the group.
When managers believe only their ideas are best, it reduced employee job performance.
According to Maxwell (2005) because there are so many demands on leaders in the
middle of an organization, they can’t afford to be rigid, they need to be able to turn on a
dime or change hats at a moment’s notice.
The need to control every activity is considered autocratic. Results from the study showed
that it had an increase on employee job performance. When this style of leadership is
used, employees become dependent on supervisors for instructions (Miller et. al. 2007).
According to Lussier (2009), directive leadership is appropriate when subordinates want
authoritarian leadership, have an external focus of control, and have low ability (Lussier,
2009). The results were found agreeable with Daft (2008) statement that ‘the style works
well in the fast food restaurant business where turnover is typically high and many
employees are young and low skilled’.
The study revealed that thinking and saying ‘We’ rather than ‘I’, seeking to develop
leadership on team members are desirable in increasing employee performance. This
findings show support for Joyce (2007) inspirational managers put faith in building strong
relationships, because they know we all work hard for those we care about. Employees
with transformational leaders tend to have higher levels of task performance (Colquitt et.
al.,2010). According to Daft (2008) charismatic leaders can raise people’s consciousness
about new possibilities and motivate them to transcend their own interests for the sake of
the team, department, or organization. This charismatic characteristic i.e. thinking and
saying ‘We’ than ‘I’ was found to have a positive significant influence on employee job
performance.
55
5.3.3 Leadership Practices in the Hospitality Industry
The study established that Safari Park Hotel had good leadership practices. Most
respondents agreed that the hotel provided training and development for all employees.
According to Nyambegera (2008) organizations should view training and development as
a strategic investment. Based on the rankings, the study found out that training and
development of employees was a practice that is valued by the organization.
The respondents indicated that the organization celebrates the values and victories by
creating a spirit of community, recognize contributions by showing appreciation for
individual excellence, searches for opportunities and looks for innovative ways to
improve. These are good leadership practice, Joyce (2007) states that it is a fundamental
need of human beings to feel appreciated and cherished.
While the leadership has a clearly defined organizational structure was among the highly
ranked, it is also noted that the margin between strongly agree (25.8%) and neutral
(24.7%) was minimal i.e. 1.1%. According to Nickels et. al., (2010) leadership is creating
a vision for others to follow, establish corporate values and ethics and transforming the
way the organization does business in order to improve its effectiveness and efficiency.
The study found that Safari Park Hotel did not have a clear reward system. According to
Vroom’s expectancy theory, people will be motivated to do things to reach a goal if they
believe in the worth of that goal and if they can see what they do will help in achieving it
(Koontz & Weihrich, 2010). A clear reward system was the least ranked and this
indicated it had potential influence on employee job performance. According to
Nyambegera (2008) pay is the first, and sometimes the only reward that most people
think about.
The respondents disagreed that the hotel had human resources policy and procedures in
place. The findings supported Lussier (2009) research demonstrates that most
organizations do not employ state of the art human resource management practices.
56
The study also showed that the organization needs to improve in clarifying employee
performance goals, since this was among the low ranked factors. According to Armstrong
and Baron (2006) performance management is communication; a manager and employee
arrive together at an understanding of what work is to be accomplished, how it will be
accomplished and how work is progressing toward desire results.
The findings of the study show that the respondents ranked low the factor that the
organization provides feedback, empowerment and coaching to employees. According to
Vecchio (2006), employee empowerment refers to a set of motivational techniques that
are designed to improve employee performance through increased levels of employee
participation and self determination. Good supervisors are outgoing, among their people
every day observing, coaching, evaluating ‘Hey, that’s a great job (Miller et. al., 2007).
5.4 Conclusions
The purpose of this study was to investigate leadership style of managers and how it
affects the employee job performance. Based on the discussions, the following
conclusions were derived from the study.
5.4.1 What leadership styles are prevalent at the Safari Park Hotel
The transformational, charismatic and democratic leadership styles were most prevalent
at the Safari Park Hotel. The supervisors do not lean towards transactional and servant
leadership styles. The supervisors engaged in encouraging the staff through participative
decision making and were inspiring. However, as much as autocratic leadership style was
not very prevalent, an element of this leadership style was found also used by the
managers i.e. need to control every activity and focuses more on punishment. The
leadership approach was situational with supervisors having both a task and relationship
behaviors as opposed to exhibiting only one particular set of behavior.
57
The respondents’ expectations as ranked by both genders showed a common view on the
leadership styles exhibited by the supervisors. Despite expectations of differences of men
and women, the ratings of the supervisor indicated a balance in the leadership styles from
the supervisors. Both the female and male respondents agreed that the most prevalent
leadership styles were transformational and democratic as opposed to autocratic.
5.4.2 Leadership style of a manager influence on employee job performance.
The leadership style of manager was found to have either a positive or negative
significant influence on the employee job performance. The managers had a positive
influence on the employees and they were self driven to perform, being a team player and
willingness to work hard. However, it was found the managers need to ensure the
employees feel supported and satisfied with conversations.
Employees with 11 years and above work experience had a high number of respondents
not sure if they were self driven to perform work. This indicated that those who have
worked for many years tend to be influenced by the leaders and the impact of leadership
style on these employees should be monitored and evaluated consistently.
A charismatic and transformational leadership style i.e. the manager seeks to develop
leadership in team members and says ‘We’ rather than ‘I’ has a positive significant
influence on job performance as opposed to an autocratic leadership style i.e. the
supervisor believes only their ideas are best whereby there is a negative significant
influence on the job performance .
While encouraging staff to participate in decision making, make suggestions of problem
solving and clarifies his or her role within the group are considered positive, they had a
negative significant influence on the employee job performance. The manager’s approach
is critical in determining the level of employee job performance. The need to control
every activity was found to have positive significant influence on employee job
performance in situations where employees need close supervision on their jobs and are
dependent on the supervisor.
58
5.4.3 Good leadership practices in the hospitality industry.
Good leadership practices are critical in the functioning of an organization to ensure
effectiveness and efficiency. Generally the hotel was found to have good leadership
practices in place such as; training and development for all employees, celebrate the
values and victories, recognize contributions by showing appreciation for individual
excellence and has a clearly defined organizational structure. These are good practices
that are considered to be motivational and enhance employee job performance.
Regarding practices that enhance employee motivation and performance management, the
study showed that the hotel was under performing in certain leadership practices such as
having a clear reward system, clarifying employee performance goals, ensuring human
resource policies and procedures are in place, providing feedback, empowerment and
coaching to employees. These are considered as challenges which could have an
influence on the employee job performance
5.5 Recommendation
5.5.1 Recommendations for improvement
5.5.1.1 What leadership styles are prevalent at the Safari Park Hotel
The study showed that the situational leadership approach is being used and this should
be encouraged to ensure an overall balance in the leadership styles. One exclusive
leadership style should not be used by the managers but this should be based on the
circumstances and nature of work. However, the supervisors should adopt servant
leadership and minimize on any autocratic leadership such as focusing more on
punishment which is bound to have in the long run negative influence on employee job
performance.
59
5.5.1.2 Leadership style of a manager influence on employee job performance.
Supervisors should evaluate their leadership style approaches especially when
encouraging the staff in participating in the decision making. While this is a positive
attribute, it had a negative influence. Training on communication skills will equip and
enable the managers to execute their leadership appropriately thus a positive influence on
the employee job performance.
The leadership style should be varied based on the number of years an employee has
worked in the organization. This will ensure a positive influence and ensure a self drive to
perform the job. The managers should monitor the attitude, behavior of employees and
engage them appropriately so as not to lose the self drive to perform their jobs.
5.5.1.3 Good leadership practices in the hospitality industry.
There is need for the management to implement a clear reward system and clarify
employee performance goals. This can be engaged through an internal or external human
resource practitioner. Transparency of a reward system will ensure all employees have a
common goal. Much emphasis must be placed on availability of human resources policy
and procedures. This should be well documented and available for reference by the
employees. The above issues should be clearly communicated during the orientation of
employees and any other training sessions.
5.5.2 Recommendation for Further Research
The study focused on the general leadership style of the managers, supervisors and further
studies should be carried out on how gender relates to leadership. The study could
investigate the difference in the leadership styles of men and women, and its influence on
employee job performance especially in the hospitality industry.
60
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APPENDICES
APPENDIX A: QUESTIONNAIRE
Dear Respondent,
Attached is a questionnaire that seeks your opinion on leadership style of your immediate
manager or supervisor and its influence on your job performance. The information will
assist in completion of my research project at the USIU-A. The information gathered will
be treated with strict confidentiality. Thank you in advance for filling out this
questionnaire with honesty and as best as you can.
1. DEMOGRAPHIC QUESTIONS
Please provide the following information:
1) Gender Male Female
2. Number of years worked at Safari Park Hotel
Less than 1 year 1-5 years 6-10 years 11 years and above
2. LEADERSHIP STYLE
This section describes aspects of leadership behaviour and styles. For each item, tick the
box that best represents the behavior that your immediate supervisor is most likely to
exhibit. My immediate supervisor . . .
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Encourages us (staff) to participate in
decision making
Focuses more on punishment for mistakes
Focuses on clarifying employees’ roles
and task requirements.
Monitors progress towards goal
achievement only.
Needs to control every activity
Makes suggestions on how to solve
problems.
Thinks and says ‘We’ rather than ‘I’
68
Will sacrifice for the good of the team
Shows regard for subordinates as
individuals
Believes only their ideas are the best
Serves others rather than be served.
Seeks to develop leadership in the team
members
Clarifies his or her own role within the
group.
Put other people’s needs, aspirations and
interests above their own
Recognizes and awards based only on
work performance
Shows flexibility in making decisions.
Encourages subordinates’ growth and
development.
Delegates authority
Criticizes in a constructive way
Relies and creates trust with the
subordinates.
Encourages thinking and creativity
Inspiring employees to strive for org.
vision
3. JOB PERFORMANCE
This section examines the level of job performance
Please indicate your response by ticking the box that best describes how you feel about
the statement. When relating with my immediate supervisor, I feel . . .
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Liking the work am doing
Developing my skills
Correcting any poor
performance
Being innovative and
creative in my duties
69
Am very clear on my
responsibilities
Nothing is ever
accomplished.
Stressed
Excelling in my work
Energized and want to be
involved at work
Have meaning and purpose
for work
Supported
Very dissatisfied with our
conversations.
Willingness to work hard
Being a team player
Self-driven to perform my
work
Low morale for my work
4. LEADERSHIP PRACTICES
This section assess the leadership practices
Please indicate your response by ticking the box that best describes and represents the
activities in your organization
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Recognize contributions by
showing appreciation for
individual excellence
Celebrates the values and
victories by creating a spirit of
community.
Fosters collaboration by
building trust and facilitating
relationships
70
Searches for opportunities and
looks outward for innovative
ways to improve
Enlist employees in a common
vision by appealing to shared
aspirations
The model the way by setting
the example and align their
actions with shared values
Clarify employee performance
goals
Has a clear reward system for all
its employees
Provides training and
development for all employees.
Expresses its vision, mission and
plans clearly during staff meetings
Has human resource policies and
procedures in place
Has a clearly defined
organizational structure.
Provides feedback, empowerment
and coaching to employees.
Encourages career development
.
71
APPENDIX B: IMPLEMENTATION BUDGET
Budget items/ activities Cost (kshs) Total cost (kshs)
Proposal development
Typing and printing 1200
Photocopying 800
Binding 700 2700
Data Collection & analysis
Typing and printing 1500
Telephone 3000
Email 500 7000
Completion
Printing and Binding final
copies
5000 5000
APPENDIX C: IMPLEMENTATION SCHEDULE
NOV
13
DEC
13
JAN14 FEB 14 MAR
14
APR
14
MAY
14
A Proposal
development
B Submit draft
proposal
C Submit final
proposal
D Allocation of
supervisor
E Data
collection
and analysis
F Submit draft
project report
G Submit final
project report
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